Project Execution Plan - Example

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ADMA-OPCO
(+) 100 MBD DAS FACILITIES UPGRADE
PROJECT
Table of Contents
1. FOREWORD .................................................................................................................................................. 5
1.1 SCOPE OF THIS DOCUMENT ......................................................................................................................... 5

1.2 ADMA EXPECTATIONS AND PROJECT O BJECTIVES .................................................................................. 5
1.3 ABBREVIATIONS ......................................................................................................................................... 6
1.4 PROJECT SCOPE .......................................................................................................................................... 7
1.5 PROJECT MILESTONES ................................................................................................................................ 7
1.6 PROJECT EXECUTION STRATEGY ............................................................................................................... 8
2. RISK MANAGEMENT PLAN .................................................................................................................. 10
3. ORGANIZATION PLAN ........................................................................................................................... 11
3.1 PROJECT INTERFACE M ANAGEMENT ....................................................................................................... 11

3.2 W ORK CENTRES ....................................................................................................................................... 11
3.3 ORGANIZATION C HARTS .......................................................................................................................... 12
3.4 ROLE OF PMC, IVB, TPA AND HSEIA/QRA-CONSULTANT................................................................... 12
3.5 CCC PROJECT TEAM JOB DESCRIPTIONS .................................................................................................. 13
4. HSECES MANAGEMENT PLAN ........................................................................................................... 18
4.1 FOREWORD ............................................................................................................................................... 18

4.2 HSECES IDENTIFICATION AND CRITICALITY RANKING ........................................................................... 18
4.3 HSECES SUITABILITY ASSURANCE ........................................................................................................ 18
4.4 HSECES M ANAGEMENT SYSTEM ............................................................................................................ 19
4.5 ENGINEERING SUB-CONTRACTOR M ANAGEMENT................................................................................... 19
4.6 M ANAGEMENT OF CHANGE ...................................................................................................................... 20
5. PROJECT CONTROLS PLAN ................................................................................................................. 22
5.1 SCHEDULING REQUIREMENTS AND PROCEDURE ..................................................................................... 22

5.2 SOFTWARE TOOLS .................................................................................................................................... 22
5.3 WBS/ CBS ............................................................................................................................................... 22
5.4 L-0 PROJECT M ILESTONES SCHEDULE ..................................................................................................... 22
5.5 L-1 PROJECT SUMMARY SCHEDULES ....................................................................................................... 22
5.6 L-3 PROJECT E XECUTION (NETWORKED) SCHEDULE .............................................................................. 23
5.7 PROJECT EXECUTION SCHEDULE FROM C ONSTRUCTION INTO C OMMISSIONING .................................... 23
5.8 LEVEL 4 – PROJECT C ONTROLS SCHEDULES AND REGISTERS ................................................................. 23
5.9 PROGRESS M EASUREMENT ...................................................................................................................... 25
5.10 INVOICING AND PAYMENTS .................................................................................................................... 26
6. ENGINEERING PLAN ............................................................................................................................... 27
6.1 GENERAL .................................................................................................................................................. 27

6.2 PROJECT START-UP .................................................................................................................................. 27
6.3 INITIAL D ESIGN ........................................................................................................................................ 27
6.4 KEY M ILESTONES ..................................................................................................................................... 27
6.5 SITE SUPPORT ........................................................................................................................................... 28
6.6 ENGINEERING ROLES AND RESPONSIBILITIES .......................................................................................... 28
6.6.1. General ........................................................................................................................................... 28
6.6.2. Engineering Phase ......................................................................................................................... 28
6.6.3. Construction Phase ........................................................................................................................ 28
ADMA-OPCO Contract No. Doc. Title: Sheet No.
145704 Project Execution Plan 2 of 76

CCC Job No. Document No. Issue
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6.6.4. Commissioning Phase .................................................................................................................... 29

6.7 ENGINEERING DISCIPLINE ROLES AND R ESPONSIBILITY ......................................................................... 29
6.7.1. Process ........................................................................................................................................... 29
6.7.2. Material / Corrosion Engineering ................................................................................................. 29
6.7.3. Piping ............................................................................................................................................. 29
6.7.4. Mechanical Equipment .................................................................................................................. 31
6.7.5. Civil / Structural / A rchitectural ................................................................................................... 34
6.7.6. Electrical ........................................................................................................................................ 35
6.7.7. Instrumentation / Telecommunications ......................................................................................... 36
7. PROCUREMENT PLAN ............................................................................................................................ 38
7.1 PROCUREMENT A CTIVITIES ...................................................................................................................... 38
8. MATERIAL MANAGEMENT PLAN ...................................................................................................... 40
8.1 GENERAL .................................................................................................................................................. 40

8.2 DESCRIPTION OF THE W ORKFLOW ........................................................................................................... 40
9. BASE LINE SURVEYS OF PRESSURE EQUIPMENT ........................................................................ 41
10. CMMS REQUIREMENTS .................................................................................................................. 41
11. HSE MANAGEMENT PLAN .............................................................................................................. 42
12. HSE REVIEW PLAN ........................................................................................................................... 43
12.1 HAZOP REVIEW ....................................................................................................................................... 43

12.2 HAZID REVIEW ........................................................................................................................................ 43
12.3 SIMOPS REVIEW ...................................................................................................................................... 43
12.4 NOISE STUDY .......................................................................................................................................... 43
12.5 QRA ....................................................................................................................................................... 43
12.6 HSEIA PHASE -2...................................................................................................................................... 43
12.7 HSECES ................................................................................................................................................. 44
12.8 PHSER REVIEW ...................................................................................................................................... 44
12.9 RAM STUDY ........................................................................................................................................... 44
12.10 EERP STUDY .................................................................................................................................. 44
13. QUALITY MANAGEMENT PLAN ................................................................................................... 45
14. CONSTRUCTION PLAN .................................................................................................................... 46
14.1 SCOPE OF FIELD SERVICES ..................................................................................................................... 46

14.2 CONSTRUCTION O RGANIZATION STRUCTURE AND CHARACTERISTICS ................................................. 46
14.3 LABOR RECRUITMENT ............................................................................................................................ 47
14.4 W ORKING H OURS ................................................................................................................................... 47
14.5 CONSTRUCTION SEQUENCE .................................................................................................................... 47
14.6 CONSTRUCTION A CTIVITIES AND M ETHODS .......................................................................................... 48
14.7 SHUTDOWN W ORKS ................................................................................................................................ 49
14.8 CIVIL W ORKS ......................................................................................................................................... 49
14.9 STRUCTURAL STEEL ............................................................................................................................... 50
14.10 M ODULES AND EQUIPMENT PACKAGES ......................................................................................... 50
14.11 ELECTRICAL/INSTRUMENTATION /TELECOMMUNICATIONS ........................................................... 50
14.12 PAINTING AND C OATING ................................................................................................................ 50
14.13 INSULATION .................................................................................................................................... 51
14.14 W ELDING AND NDT PROCEDURES AND QUALIFICATION .............................................................. 51
14.15 W ELDING PROCEDURES AND QUALIFICATION RECORDS ............................................................... 51
14.16 W ELD IDENTIFICATION ................................................................................................................... 52
14.17 QUALITY C ONTROL ........................................................................................................................ 52

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14.18 W ELDING EQUIPMENT .................................................................................................................... 52

14.19 HEAVY LIFTS OPERATIONS AND SUPER HEAVY LIFTS .................................................................. 52
14.20 PRE-COMMISSIONING ..................................................................................................................... 53
14.21 CONSTRUCTION EQUIPMENT .......................................................................................................... 53
14.22 TEMPORARY FACILITIES ................................................................................................................. 54
14.23 UTILITIES ........................................................................................................................................ 54
15. SUBCONTRACTING PLAN ............................................................................................................... 55
15.1 SUBCONTRACTOR SELECTION ................................................................................................................ 55

15.2 SUBCONTRACTOR CONTROL .................................................................................................................. 56
16. COMMISSIONING PLAN .................................................................................................................. 57
16.1 GENERAL ................................................................................................................................................ 57

16.2 COMMISSIONING STRATEGY ................................................................................................................... 58
17. CLOSE-OUT PLAN .............................................................................................................................. 65
18. ATTACHMENTS .................................................................................................................................. 65

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1. FOREWORD
1.1 Scope of this document
This Project Execution Plan (hereinafter “PEP”) has been issued by Consolidated
Contractors International Company (hereinafter “CCC”) to describe the organization,
strategies and procedures that will be utilized to execute EPC activities relevant to the:
(+) 100 MBD Das Facilities Upgrade Project
(hereinafter referred to as the “Project”).
This PEP addresses all phases of the Project’s execution from start of engineering through
final acceptance by Abu Dhabi Marine Operating Company (hereinafter referred to as
“ADMA-OPCO”).
The EPC activities in the Project Scope are part of the “Execute Stage” that follows the
Front-End Engineering and Design (FEED) that has been carried out by FEED Consultant
Nama Mott McDonald (herein after referred to as “NMM”) and managed by ADMA-OPCO.
Deliverables associated with Front-End activities have been made available by ADMA-
OPCO to CCC as input information at contract award.
Penspen will serve the Project as Project Management Consultancy Firm (hereinafter
referred to as “PMC”) will manage the Project on behalf of ADMA-OPCO assuming and
undertaking the day-to-day functions of ADMA-OPCO. However PMC is required to obtain
ADMA-OPCO’s prior approval for any and all financial or commercial matters.
This PEP must be read together with some complementary procedures/ plans as per the
following list:
 Project Coordination Procedure (no. AD146-90-G-00400)
 Project Quality Plan - PQP (no. AD146-90-G-00200)
 Project HSE Management Plan (no. AD146-90-G-00300)
 Project Risk Management Plan (no. AD146-90-G-00101)
 Project Procurement Plan ( no. AD146-90-G-00150)
 Project Interface Management Procedure (no. AD146-90-G-00103)
1.2 ADMA Expectations and Project Objectives
The following expectations by ADMA have to be pursued throughout Project execution:

 Deliver +100 MBD Das Facilities Upgrade Project with highest performance
Standards, fully meeting HSE, Quality, Scope and Schedule with No Variations.
 Maintaining Commitment of Dedicated Resources
 Proactive Project Controls Including Schedule, Action Tracking, Risk
Management;
 Detailed Engineering and Timely LLI Procurement
 Effective Management of Sub-Contractors and Interfaces with existing facilities.

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1.3 Abbreviations
For the purposes of this Project Execution Plan, the following abbreviations apply:
ADMA-OPCO Abu Dhabi Marine Operating Company

CBS Cost Breakdown Structure
CCC Consolidated Contracting International Company S.A.L.
CMMS Computerized Maintenance Management System
EDDR Engineering Document Deliverable Register
EERP Escape, Evacuation and Rescue Philosophy
FAC Final Acceptance Certificate
FEED Front End Engineering & Design
HAZOP Health, Safety and Operability Review
HSE Health, Safety and Environment
HSECES Health, Safety and Environmental Critical Equipment and Systems
HSEIA Health, Safety and Environment Impact Assessment
ITT Instruction To Tenderers
IVB Independent Verification Body – Det Norske Veritas
LLI Long Lead Item
MC Mechanical Completion
MOSB Musaffah Offshore Supply Base
MR Material Requisition
NDT Non Destructive Testing
PAC Provisional Acceptance Certificate
PEM Project Engineering Manager
PEP Project Execution Plan
PHSER Project Health Safety and Environmental Review.
PM Project Manager
PMC Project Management Consultancy Firm – Penspen
PMT Project Management Team
PQP Project Quality Plan
PROJECT (+) 100 MBD Das Facilities Upgrade Project
4 PS Performance Standard
PSR Procurement Status Report
PWHT Post Welding Heat Treatment
QRA Quantitative Risk Assessment
RFQ Request for Quotation
RFSU Ready for Start-Up
SIL Safety Integrity Level
SITE Das Island
TPA Third Party Agency (GL)
UAE United Arab Emirates
VBC Visual Byblos Cyberspace (Electronic Document Management System)
WBS Work Breakdown Structure
4 WSE Written Scheme of Examination

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1.4 Project Scope
Project Scope comprises Engineering, Procurement, Construction and Commissioning Work

for 100 MBD Das Facilities Upgrade Project – EPC Works and includes Project
Management, Detailed Engineering, Procurement Activities, Fabrication, Transportation,
Demolition, Construction, Installation and Hook Ups, Pre-Commissioning and
Commissioning, Start-Up, Performance Testing and Final Commissioning
The Project EPC Scope has been broken down into two parts, as per the following list:
Scope A (Facilities)
 Two new Zakum Separator trains (HP, LP, Atm)

 1 HP & 1 LP Scrubbers
 New closed drain vessel
 3 crude charge pumps (2w + 1s)
 2 stripped crude charge pumps (1w + 1s)
 Stripper unit (charge heater, column, pumps)
 Replacement of existing separators internals (5 HP/LP pairs)
 Demolition / Relocation of existing facilities at COCIP area
Scope B (Utilities)
 New Steam Boiler

 New Steam Condensate Bay and associated equipment (de-aerator, tank, pumps)
 Dosing skids, pumps, CBD/IBD vessels
 Water cooler, tank & pumps
 Modification to piping and instruments
 Demolition of redundant facilities at ETPP area to accommodate new Boiler
The Project Work Break-down Structure is herewith attached as Attachment-1.
1.5 Project milestones
The activities for the Project, described in the above paragraph, will be executed according
to the following milestones:
 Contract Effective Date : 22-Sep-11

 Kick off Meeting ( day-1 of Schedule) : 4-Oct-11
 Scope A MC (Mechanical Completion) 3-Sep-13
 Scope A RFSU (Ready for Start up) : 3-Oct-13
 Scope A PAC ( Provisional Acceptance Certificate) 3-Jan-14
 Scope B MC ( Mechanical Completion) 3-Dec-13
 Scope B RFSU ( Ready for Start up) : 3-Jan-14
 Scope B PAC ( Provisional Acceptance Certificate) 3-Apr-14
 Project Completion 3-Apr-14

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1.6 Project Execution Strategy
The main challenges to be faced for the Project can be summarised as follows:
 The project is located on an island with limited space available to temporary facilities,
needed to support construction.
 Construction has to be done adjacent / inside a live plant.
 Plant shutdown may be needed to execute a number of critical Tie-ins.
 Heavy and oversized equipment need to be transported by land and sea to Das then
to lay-down area.
The CCC strategy will be centred on the following general guidelines:
 Approval of all engineering deliverables related to Long Lead Items so as to ensure

earliest procurement of these items. This includes the finalization of boiler vendor
pre-qualification on an expeditious basis.
 Main intermediate target dates are as follows :
- Complete mobilisation (all key staff, office and other systems, approval of
schedule, documents register and coordination procedure) within 31-Dec-11;
- Completion of HAZOP within 15-Mar-12;
- Place P.O. of all LLI within 17-Apr-12;
- Complete 60% Model Review within 21-Jun-12;
- Start of on-shore module assembly within 18-Aug-12;
- Engineering Substantial Completion (90%) within 29-Oct-12;
- Deliver to Site Boiler Package within 3-Apr-13
- Complete Delivery to Site LLI Scope-A within 12-Apr-13;
 Reduce construction activities on site by maximizing the prefabrication and assembly

of plant items in Abu Dhabi mainland. To achieve this objective, CCC will opt for
modular assembly and construction which offers a number of advantages over
conventional construction. The bulk of fabrication and assembly are performed at
permanent facilities such that the work is performed to high standards under
controlled working conditions. Also, by reducing field works, the impact on the
operating plant is minimized and the small lay-down area dedicated to the project will
be sufficient.
 Perform the engineering, procurement and fabrication of tie-in scope as early as

possible to make use of any plant shut down by ADMA-OPCO and thereby reduce
the period or eliminate the need to shut down the plant specifically for the 100 MBD
PROJECT.

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 Start well in advance in respect of actual mobilization required date, all permitting
activities required to let CCC people access ADMA facilities on Site. Permitting
procedure shall follow ADMA-OPCO regulations.
 Perform careful review and prepare studies for the transportation and lifting of heavy
equipment taking into consideration the project execution schedule.
 CCC will subcontract module assembly to a qualified vendor with sufficient capacity
and proven track record to deliver project requirements on schedule and to the
quality and safety standards as stipulated in the contract. The nominated Module
Integration vendor will perform design and procurement for the items within the
module limits as well as fabrication and testing such that these modules are ready for
shipping to Das Island and for installation and hook up on site. Moreover, all other
plant items outside skid/module limits will be prefabricated in Abu Dhabi mainland
and shipped to site for bolting / joining at site.
 Equipment and material logistics have to be carefully planned in order to avoid

project delays. In this regard, CCC will prepare a material logistics plan to handle the
land transportation, temporary storage, load-out on vessels, offloading in Das Island,
transport within the Island and finally installation on site. Great attention will be paid
to heavy equipment and the requirements for rigging studies.
 Barges will be hired along with hydraulic trailers to move heavy equipment / modules
from the fabrication shop to the Musaffah Offshore Supply Base (MOSB) of ESNAD
and then to Das Island. Also, prefabricated spools, cables, valves and other light
items will be stored in the lay-down area – part of Musaffah Yard – and will be
shipped to Das Island whenever they are needed. For this purpose, CCC will hire a
smaller ship to perform frequent trips to the island. This approach of using the
designated Musaffah yard as a lay-down area to project materials will reduce the
demand of larger laydown area at project site.
 CCC understands that the unique nature of the 100MBD PROJECT - as represented
in the above mentioned challenges – requires high level of authority for project
management. The level of authority for CCC EPC project manager who is actively
involved in all project phases, entitles him to take decisions on commercial and
technical issues to resolve the majority of obstacles that the project will face
especially during construction and shut-down in particular.
 CCC approach to managing EPC projects emphasizes the importance of

construction phase as an integral part of project execution rather than a separate
package that can be subcontracted. To achieve this integration, Construction
Manager will be on board from day one so that Construction has a better
understanding of the design intent, and vice versa. This will also make Construction
planning easier; a true E/P/C integration leading to overall schedule optimization. The
Construction Manager will bring early and practical constructability input based on
long construction experience (lessons learned data base & manual is vital reference
to design team). On the other hand, Construction will benefit from timely construction

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resource mobilization based on drawings and material delivery. This integration will
result in better overall quality of the Project.
2. RISK MANAGEMENT PLAN
The Project presents risks, including both threats and opportunities. These arise from a wide
range of sources, including technical risks, management risks, commercial risks and external
risks.
The risk management process will be applied to the Project to support project team in
addressing the risks they face and consistently achieving better project performance.
The purpose of the process is to maximize the likelihood of the project achieving its
objectives while maintaining risk exposure at an acceptable level.
CCC shall conduct Project Risk assessment workshops (at project start up and then
quarterly) and shall prepare and maintain Project Risk Register on a monthly basis.
For further details about Risk Management Plan, please refer to the Risk Management Plan,
document nr. AD146-90-G-00101.

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3. ORGANIZATION PLAN
3.1 Project Interface Management
Several interfaces occur during Project execution whether internally or externally. CCC will
identify critical interfaces and organize the communication and data flow to minimize delays
or mistakes that usually arise in absence of clear communication and data flow guidelines.
External interface parties include, but are not limited to the following:
1. ADMA-OPCO organization including Das Island Operations;

2. Other contractors having concurrent projects in Das Island;
3. Governmental authorities - as applicable;
4. Statutory organizations - as applicable;
5. Subcontractors
6. Vendors
CCC Internal interfaces are important as well. The following internal interfaces have to be
coordinated :
7. Home Office Engineering & Home Office Procurement

8. Home Office Engineering & Construction Site
Interfaces listed under 1) through 4) will be managed by a dedicated resource (Interface

Manager), residing in Das Island. Details are covered in the document no. AD146-90-G-
00103, titled “Project Interface Management”.
Other interfaces will be managed as part of the Project management work by PM and PEM.
3.2 Work Centres
Table here below shows the locations where the works for the project will be executed:
Activity Location Remarks

Detail Engineering CCC Office
Mussafah – (Abu Dhabi – UAE)
Procurement CCC Office
Mussafah – (Abu Dhabi- UAE)
Equipment Manufacturing Suppliers shops
Module Assembly GPS Yard - WorkShop
Mafraq – (Abu Dhabi –UAE)
Piping shop fabrication - Mafraq (GPS Yard). or others to be
- Mussafah (Gulf Piping Co. Yard ); advised at later
stage.
Stripper Column dressing Das Island – Lay down area
Construction DAS Island – Project Site
Precomm./ DAS Island – Project Site
Commissioning

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3.3 Organization Charts
Attachment-2 shows CCC Organization Charts – 1 st Tier while full detailed CCC
Organization Charts for the Project are included in the “Project Coordination Procedure” (no.
AD146-90-G-00400).
- ADMA-OPCO is represented by: Mr. Humaid A. Al-Obaidli – ADMA-OPCO Project

Manager (E-mail : halobaidli@adma.ae )
- PMC is represented by : Mr. Conor James Kelly – PMC Team Leader

(E-mail : cjkelly@adma.ae )
- CCC is represented by: Mr. Gianfranco Savoldi – Project Manager

(E-mail : gsavoldi@ccc.ae ) ;
- IVB is represented by: Mr. Anish Khalid– Det Norske Veritas

IVB Project Manager (E-mail : anish.kalid@dnv.com)
- TPA is represented by: Mr. Royden de Souza – GL TPA Project Manager

(E-mail royden.desouza@gl-group.com)
- HSEIA/ QRA Consultant

is represented by : Mr. Ahmed Qureshi – Bureau Veritas
( E-mail : ahmed.qureshi@ae.bureauveritas.com )
3.4 Role of PMC, IVB, TPA and HSEIA/QRA-consultant
PMC shall manage the work on behalf of ADMA-OPCO assuming and undertaking the day-
to-day functions of ADMA-OPCO. However PMC is required to obtain ADMA-OPCO prior
approval for any and all financial or commercial matters.
HSEIA/QRA Consultant shall perform Phase 2 HSEIA Study for the Project.
The scope of work involves the following main tasks:
 HAZID Sessions;
 QRA Assumption Register and QRA Report
 Hazard & Effect Register;
 HSE Management System Review;
 EIA Report;
 Emergency Response Plan Review;
 HSEIA Report to be submitted to ADNOC
IVB shall perform verification activities throughout the Project to assess integrity of the
facilities with focus on HSECES. CCC will provide updated HSECES registers, based on the
preliminary HSECES Register developed during the FEED,

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TPA main duties are :
 Design review and certification;

 Vendor inspection and issue of POs dossiers;
 Site Inspection and certification.
3.5 CCC Project Team job descriptions
This section describes the roles of the key Project staff of CCC and their responsibilities.
Role : Project Manager
 Ultimate accountable for all Project activities.

 Ensure that Corporate Quality and HSE policies are complied with by all Project team
 Ensure that global relationship is maintained between ADMA-OPCO and CCC at the highest
level of cooperation and support;
 Report to the Project Sponsor the critical issues for assistance in solving and receive from Project
Sponsor instructions for implementation ;
 Define, under the guidance of the Project Sponsor, the organization guidelines for the Project.
 Define and Implement project execution strategy with the aim of meeting project targets received
from Project Sponsor;
 Chair the Weekly Project Progress review meetings;
 Supervise Project Risk Coordinator work;
 Obtain from CCC Department Managers the necessary Project team resources;
 Ensure that the Project is complete to ADMA-OPCO satisfaction, consistent with quality, safety,
environment, schedule and all other applicable contractual requirements;
 Ensure the Project is meeting cost targets established as per CCC budget;
 Define and promote implementation of the recovery actions needed to meet schedule when
schedule slippage is detected.
Role : Project HSE Manager
 Setting of standards and targets for Safety, Environmental Protection and Health, covering all
EPC activities (supported for HSE activities related to Engineering and Procurement phase by
Loss Prevention Engineer);
 Ensuring adherence to CCC Corporate policies and ADMA-OPCO HSE requirements.
 Liaise and coordinate with ADMA-OPCO HSE staff;
 HSE supervision of all site activities;
 Establishment and maintenance of a Project HSE Program including t HSE Training;
 Review and approval of HSE documentation to ensure compliance with overall Project
requirements.
 Ensure Statistical surveys on HSE issues are regularly issued.

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Role: Project Quality Manager
 Development and updating of Project Quality Management System (e.g. Project Quality Plan and
Project Quality Procedures as necessary) based on CCC Corporate standards and Project
requirements;
 Representing CCC and liaise with the Owner, Suppliers, Subcontractors, TPA about all topics
related to Quality;
 Review and approval of suppliers and subcontractors Quality Management Systems ( including
QCP and ITP );
 Review of Work Requisitions and definition of QA/QC minimum requirements for subcontracted
activities;
 Planning and executing Project Quality Audit of internal and external activities including suppliers
and subcontracts;
 Setting up of QA/QC system relevant to construction activities (e.g. ITP definition, Inspection
procedures review and implementation, management of quality records etc.)
 Supervise and regularly audit QC activities on site
Role : Project Controls Manager
 Managing and coordination of all the activities related to scheduling, progress measurement and
reporting ( baseline development and further monitoring and control of actual status);
 Collection and analysis of progress data;
 Project status reporting.
 Recovery plan development and monitoring where needed.
 Representing CCC and liaise with the Owner, Suppliers, Subcontractors, about all topics related
to Project Controls;
 Supervise and regularly audit Scheduling activities performed on site
Role : Project Engineering Manager
 Supervising engineering activities execution, ensuring compliance with Engineering Plan;

 Obtaining adequate resources, tools and facilities to meet Project target;
 Overall coordination all the engineering work performed by the team assigned to the Project, with
the assistance of the Project Engineer(s) ;
 Ensuring progress reporting related to Engineering;
 Monitoring and recording the man-hours expenditure vs. Physical actual progress and implement
corrective actions when necessary;
 Liaison with the Technical Officer at Site.
 Chairing the weekly engineering coordination meeting and other technical meetings ;
 Monitoring, with the assistance of the Project Engineer, the activities carried out by Enginering
Consultants

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Role : Project Procurement Manager
 Establishing and maintaining the Project Procurement Plan, defining the procurement strategies
according to the project targets, as received from the Project Director/ Project Manager ;
 Establishing and maintaining the master commercial documents, and namely update and issue
on a weekly basis the PSR (Procurement Status Report).
 To coordinate and lead CCC procurement activities, to ensure their consistency in execution,
documentation and reporting ;
 Planning and Monitoring procurement staffing of the project ;
 Planning and Monitoring preparation and issuance of “Requests For Quotation” RFQs, bid
tabulations, award recommendations, award approvals, contract issuance ;
 Planning and Monitoring Expediting activities for the project with the support of Expediting and
Inspection Coordinator ;
 Planning and Monitoring Logistics and Transport activities for the Project with the support of
Logistic and Transport Coordinator;
 Planning and Monitoring Material Management functions, including the Spare Parts program, of
the Project.
 Responsible of Project material tracking since the Project starts (preparation of specifications)
until the material delivery at site ;
 Initiating all necessary corrective actions, to ensure the correct, timely and complete delivery of
the material on site;
Role : Construction Manager
 Studying job specifications to determine appropriate construction methods.

 Establishing Construction Plan for the Project and monitoring compliance with;
 Participating in constructability reviews. Identifying problematic design issues and make
recommendations that support engineering requirements as well as ensure the construction
schedule is maintained;
 Evaluating construction methods and determining cost-effectiveness of plans;
 Preparing contracts and negotiating revisions, changes and additions to contractual agreements
with clients, suppliers and subcontractors;
 Supervising scheduling the Project construction phase in logical steps and budget time required
to meet deadlines;
 Preparing and submitting budget estimates, progress and cost tracking reports of the
construction phase; Monitoring progress and cost of construction and providing Project Manager
with timely identification of deviations from plan and budget; monitoring of progress and
identification of the areas which require additional efforts aiming to keep the site activities aligned
with Project schedule.
 Ensuring adequate site staffing; determining labor requirements and dispatch workers to
construction sites; assigning Superintendents/ Supervisors to specific work areas and maintain
coordination and leadership on a day-by-day basis ;
 Ensuring safety best practices are being utilized during all site activities and safety rules and

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procedures are complied with;

 Overall co-ordination of construction activities; Inspecting and reviewing project site activities to
monitor compliance with client requirements, quality, safety codes and other regulations;
 Requisition supplies and materials to complete construction;
 Participating in the definition of recovery plan once schedule slippage is detected. Taking actions
to deal with the results of delays, bad weather or emergencies at construction site;
 Investigating damage, accidents or delays at construction site to ensure that proper procedures
are being carried out;
 Ensuring through on-site supervision that the construction works are undertaken to required
designs, specifications and quality standards;
 Working in partnership with the client and subcontractors; develop a spirit of mutual trust and co-
operation. Ensuring that effective relationship is maintained with subcontractor in a win-win
approach;
 Managing and Supervising on-shore Construction activities ( GPS yard) meeting HSE, Quality
and time of the Project.
 Representing CCC vis-a-vis ADMA-OPCO Representatives for all Project Site related activities
matters.
Role : Commissioning Manager
 Leading the Commissioning team;

 Supervising preparation of commissioning and start-up plan, manual and procedures, including
system boundary drawings, documentation and certificates that will indicate stages in which
completed works are identified and ready for commissioning and subsequent ready for start-up;
 Providing early input to Engineering and Procurement related to pre-commissioning and
commissioning requirements;
 Reviewing Operation and Maintenance manuals from the Vendors;
 Supervising preservation of equipment and materials on site;
 Executing pre-commissioning and commissioning work, coordinating with other stakeholders like
ADMA-OPCO Operations, Vendor Representatives, etc.
 Follow-up of clearance of all punch list items post pre-commissioning & commissioning stages;
 Ensure fulfilment of training requirements for Client personnel.

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Role : Discipline Lead Engineer (DLE)
 Lead, supervise and guide discipline-specific teams in the preparation and co-ordination of design
and/or detail drawings ensuring deadlines are met and that work is completed to the required
quality standards.
 Program, plan and co-ordinate all project activities including the provision of design and technical
information, ensuring accuracy, completeness and delivery within schedule and allocated
manpower budget.
 Contribute to project by applying advanced knowledge and skills to develop design concept
ensuring that all aspects are technically sound and compatible with brief.
 Communicate with Project Engineering Manager / Project Engineer and other lead design
engineers to ensure that design proceeds according to plan.
 Review and resolve interdisciplinary design and technical issues to ensure the most effective and
efficient design is adopted.
 Provides design and technical assistance in instances where modifications or variations are
necessary.
 Monitor progress and prepare regular reports for management, addressing any significant
variances in manpower budget expenditure together with recommendations for corrective action,
if necessary.
 Perform site visits during construction to resolve problems and to support construction
superintendent as deemed necessary.
 Assign a team member from engineering office to be integrated into the commissioning team to
provide continuity of engineering support and ownership of equipment design through final
handover to ADMA.

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4 4. HSECES MANAGEMENT PLAN
4.1 Foreword
This section presents the approach that it is envisaged for the Project to manage involved
HSE Critical Integrity Activities
associated with :
 HSECES identification,
 HSECES suitability assurance.
For definition of terms “HSECES”, “HSE Critical Integrity Activity”, “Assurance”, “Suitability”
and other terms used in this section, reference is made to ADNOC-COPV6-01, “Code of
Practice on Identification and Integrity Assurance of HSECES”, Section II – Definitions.
4.2 HSECES identification and criticality ranking
It consists in preparing, based on the preliminary HSECES list developed during FEED, an
HSECES Register by applying a structured, methodical approach, addressing each major
accident hazard in turn and specifically list each of the HSECES associated with that
particular hazard (either the failure of the HSECES is causing it or the HSECES is
preventing or limiting the effect of it).
HSECES will be classified and criticality ranking assigned based on the Barrier Model. As
per the model, HSECES are modelled as barriers to prevent the progress of a Major Hazard
towards a Major Accident having severe or catastrophic consequences (as defined in
ADNOC-COPV5-06, “Code of Practice on HSE Risk Management”).
HSECES Register prepared by CCC will be verified by the IVB.
4.3 HSECES Suitability Assurance
These are the activities to ensure that Project will deliver HSECES, identified as explained
here above as having technical integrity, i.e. they are of a design and a specification such
that they are capable of fulfilling their intended functions.
Suitability assurance is based on:
 Performance Standards (PS), to be issued as part of EPC Scope of Work by CCC

and then verified by the IVB.
The PS are the parameters which are measured or assessed so that the suitability of
each HSECES can be assured and verified.
 Written Scheme of Examination (WSE), to be issued as part of EPC Scope of Work

by CCC and then verified by the IVB.
The WSEs list the activities to be carried out to audit HSECES by an Independent
Competent Person.
During Project Phase HSECES auditing activities shall be carried out by the IVB who shall
ensure that HSECES are designed, engineered, procured, manufactured, constructed,
commissioned to achieve relevant PS. Once successfully completed, the activities pertaining

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to Engineering and Procurement phases of the Project, IVB will issue the Interim Suitability
Statement, followed by the Final Suitability Statement once activities pertaining to
Installation, Construction and Commissioning are accomplished successfully. This later
certificate will be issued separately for Scope-A and Scope-B.
During Operations Phase, HSECES auditing activities shall be carried out by an

Independent Competent Person appointed by ADMA-OPCO who shall monitor HSECES
against PS and maintain HSECES to ensure PS are met. During this phase, HSECES
auditing activities will be based on the following input information, set during Project Phase :
 WSE,
 Base line survey of Pressure equipment and piping systems( ref. also to section 9)
 CMMS ( ref. also to section 10)
4.4 HSECES Management system
The chart in the next page shows the coordination links among stakeholders during EPC
phase ensuring flow-down of the PSs into Project activities from Engineering to
Commissioning through Procurement and Construction up to the issuance by the IVB of the
Final Suitability Statement.
4.5 Engineering Sub-Contractor Management
Reference is made to Project procedure AD146-90.0-G-00210, titled “Procedure for Sub-

contracting”.
Aiming to supplement CCC expertise in this specific field, the HSECES engineering activities
for the Project will be sub-contracted.
Engineering Sub-Contractor in charge of engineering activities related to HSECES (namely
issuance of the HSECES Register, PS and WSE) will be selected by CCC among ADMA
approved Sub-Contractors in this specific category of services.
Engineering deliverables submitted to CCC by the Sub-Contractor will be signed for

“Prepared” and “Checked” by authorized people within Sub-Contractor organization, to attest
for “internal” correctness.
The deliverable will be then reviewed within CCC organization, including necessary inter-
disciplinary checks for the following aspects:
 Formal correctness (document numbering, format, signatures) ;

 Up-to-date correctness of input data on which deliverable is based ;
 Consistency and alignment of the deliverable with other Project deliverables.
 Incorporation of ADMA comments (for subsequent revisions).
Once checks are completed, the document will be submitted to ADMA-OPCO in CCC
document format, retaining the document carrying Sub-Contractor signatures in the Project
file.

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4.6 Management of Change
Reference is made to Project procedure AD146-90-G-00220, titled “Design Change”.
A change happens when any key document is to be amended significantly at any stage of
the Project. The purpose of the Management Change is to tie-in together all the stakeholders
affected by the change, in order to keep design and execution integrity.
Specifically, changes associated with HSECES are those relevant to deliverables like
HSECES List, PS, WSE and all input documents used for their preparation (e.g. P&IDs,
Process Data Sheet, Layout Drawings, etc.).
HSECES Management of Change consists of the following key steps :
 HSECES Design Change Proposal shall be issued by the Project HSECES Focal
Point; impact in terms of costs, time and contract shall be evaluated and then
proposal shall be approved by PM ;
 HSECES Project Design Change Register shall be used as a log to track and
document status and decisions about changes. Updating of the Register is the
responsibility of HSECES Focal Point.
 Information about changes shall be broadcast to all involved stakeholders. If
required, alignment meeting will be organized among stakeholders. Minutes of
meetings will be taken for documentation.
 When a change affects a document already issued for fabrication/ construction the
Vendor or Construction site, respectively, have to be advised immediately so that
appropriate action can be taken pending the issue of modified documents.
 Modifications of engineering documents after the change shall follow the same
procedures regarding review and approval of drawings.
 Once activities involved in the change are completed, close out shall be recorded in
the Design Change Register.

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Independent
Competent Person
HSECES MANAGEMENT ORGANIZATION CHARTS ( DURING PROJECT PHASE)
Issuance
Issuance
ISSUE ENSURE PROCUREMENT ENSURE ENSURE INSTALLATION

ENSURE DESIGN TO PS
HSECES REGISTER, PS, WSE TO PS MANUFACTURING TO PS AND COMMISS. TO PS
ADMA-OPCO
Verification
Focal Point
Verification Interim
Suitability
Statement
Final
Verification of Suitability
HSECES Statement
Register, PS HSECES Focal Point
and WSE
Ayman QADDOUMI
Loss Prevention
Engineer Lead Engineers Procurement Manager QC Inspectors QC Manager
Wael Abdul Aziz Chandrasekar POTUGAL (Site)
Gopal RAJA Omprakash LALA Said YOUSSIF
HSECES
Engineering S/C
VENDORS
Bureau Veritas

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5. PROJECT CONTROLS PLAN
5.1 Scheduling Requirements and Procedure
Reference is made to Exhibit-A of the Contract titled “Project Controls Requirements”.
At the Project start up CCC shall develop and submit to ADMA-OPCO a Level 3, Project
Networked Schedule, as part of the Planning Package, which covers all activities of the
project from start of engineering to Final Acceptance. The schedule shall be developed
utilizing the electronic scheduling software Primavera P6 and shall be resource loaded.
Once the Project Execution Schedule has been mutually agreed between CCC and ADMA-
OPCO it shall become the baseline (target) schedule and shall not be changed without
agreement of ADMA-OPCO.
CCC shall continuously monitor and update the Project Networked Schedule and shall issue
the status schedule along with the Monthly Progress Report. The status schedule shall also
show the baseline schedule for reference.
5.2 Software tools

5.3 WBS/ CBS
The Work Breakdown Structure (WBS) details Project scope of work with sufficient detail to
allow effective monitoring and control of those execution areas.
The Cost Breakdown Structure (CBS) details the cost elements that can be rolled up to the
overall Project Lump-Sum. CBS is mapped into the contractual Bill of Lump Sum Items.
For the Project WBS and CBS are aligned, having the same breakdown structure.
The Work Packages that are the lowest hierarchical level of the WBS will be further broken
down into Activities (Level-4) that are linked to each other in a logical precedence network.
The WBS for the Project is herewith attached to (Attachment-1)
5.4 L-0 Project Milestones Schedule
Key Project Milestones shall be developed in line with the scope of work and external
interface milestones to/from sub-contractor(s).
5.5 L-1 Project Summary Schedules
Bar Chart at this level will include key milestones events and duration of rolled-up activities
of major section of the work including the followings:
 Engineering;
 Procurement Onshore;
 Fabrication and Load Out;

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 Construction Works;
 Pre-commissioning & Commissioning.
5.6 L-3 Project Execution (Networked) Schedule
The Project Execution Schedule is the primary instrument for execution and control of the
project. It is a CPM schedule, maintained with Primavera Version P6 scheduling software.
All activities of engineering, procurement, construction and commissioning are included,

including the precedence relationships between those activities. CCC interfaces with ADMA
and other parties are clearly delineated.
Activities will be discrete tasks that are performed by a single entity and have easily
identifiable start and finish points. To the extent that it is practical, activity durations will be
less than 1 month. However, activities with longer durations (example: fabrication of major
process equipment) will not be subdivided simply to keep individual activities equal to or less
than 1 month. Allowable relationships between activities include Finish to Start (FS), Start to
Start (SS), and Finish to Finish (FF). In some limited cases, Start to Finish (SF)
relationships will be allowed, but only if the schedule logic cannot be suitably defined by a
FS, SS or FF relationship. Negative lag values in relationships will not be used.
Activity code dictionaries will be developed in P6 and all activities will have codes assigned.
Resources will be defined to identify the labour requirements for engineering, procurement,
construction and commissioning activities in CCC’s scope. The resource assignments will
assist in determining when to mobilize or demobilize CCC staff during the project execution.
Other non-labor resources may be defined as CCC identifies a need for such information.
Resources are assigned to the level-3 Project Execution Schedule activities.
The 90-Day Look-ahead Schedule is a subset of the Level 3 Project Execution Schedule.
5.7 Project Execution Schedule from Construction into Commissioning
The Level-3 Project Execution schedule relevant to Construction is arranged by area.
Upon reaching 60% (approx.) actual progress in Construction, the Level-3 Project Schedule
will be transferred into activities by System / Sub-system to monitor the incoming steps i.e.
Mechanical Completion, Pre-commissioning and Commissioning that are accomplished
system-wise.
5.8 Level 4 – Project Controls Schedules and Registers
Detailed schedules and control documents supplement the project schedule and are used
directly by engineering, procurement and construction teams to monitor the activities for their
respective areas of responsibility.

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These schedules identify specific sub-tasks or work elements from the Level 3 Project
Networked Schedule activities.
The detailed schedules and control documents include:
 Engineering Deliverables List (EDR);

 Procurement Status Reports (PSR);
 Action Lists ;
 Daily Work Plans;
 Punch Lists;
 Start-up and Commissioning Schedules
 Micro-schedule : work at Das Island.
 Micro-schedule related to pre or post shutdown works.
 Tie-ins schedule : shutdown and non shutdown.
As far the last three items of the above list are concerned, please note that :
 The Works at Site shall be detailed by CCC in the form of micro schedule and to be
based on CPM network. The micro schedule activities shall be detailed to reflect
activities on hourly basis with proper quantitative scope identification (i.e. No. of
joints/welds, loops of pipe work, length in meters of E&I cabling works, area in sq. meters
for painting works etc.,) and resource loading reflected in the schedule. CCC will submit
Soft copy of such micro schedule (in native format) to ADMA-OPCO, with every
submission of micro-schedule.
 The micro-schedule for execution of works at Site shall be submitted for ADMA-OPCO
approval.
 The Permanent Work Site micro-schedule related to Pre or post shutdown works
(outside shutdown scope) shall be submitted to ADMA-OPCO for review & comments/
approval, not less than four(4) months prior to commencement of site works.
 For shutdown dependent scope (if any), CONTRACTOR shall submit the optimized
shutdown schedules to ADMA for review & comments/approval not less than six(6)
months prior to scheduled commencement of shutdown works.

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5.9 Progress Measurement
The objectives of the Progress Measurement activities will be accurate measurement of

progress earned, as determined by physical work completed and verifiable by ADMA-OPCO
Representative.
Progress shall be assessed on a weekly basis and the results incorporated into schedule
forecasts and progress reports. However, progress evaluations for discrete, critical phases
of work may be required more frequently.
The basis of progress measurement shall be based on the progress gate(s) and respective
stage percentage which shall be rolled-up using weight factors based on the cost (from Bill
of
Lump-sum) to obtain overall Project progress ( ref. to Attachment-1 WBS).
For working out the weightings of various activities / deliverables within each area and within
each project phase, the following basis will be used:
a) Home Office Services Estimated Man-hours
b) Manufacturing & Delivery Cost (Budgeted cost of each Purchase Order)

(Civil items and other site
procured materials
excluded)
c) Construction and Man-hours (Estimated Man-hours for each activity

Commissioning based on Physical Quantity of work involved)
A weighted value system will be used such that each activity or deliverable listed in the
respective Planning Register will be assigned estimated man-hours/ cost depending on the
estimated work content/ cost, as applicable. Then, activity or deliverable weight factors shall
be computed based on the estimated man-hours/ cost as a fraction of the total man-hours
/cost for each Area / Phase / Discipline etc. and for the whole PROJECT. Finally, the weight
factors thus computed from Planning Registers shall be rolled up to Level-2 and Level-1 by
Area / Phase / Discipline etc. in line with the Project Work Breakdown Structure (WBS).
Once the weight of every activity is calculated, the progress will be calculated as per the
following rules:
‐ For Home Office Services and Manufacturing & Delivery activities, progress against
each activity / sub-activity / deliverable level shall be based on assigning certain pre-
defined % progress representing the achievement of specific intermediate Milestone
(Control Point) required to complete the activity / deliverable. Partial completion of
any intermediate milestone (Control Point) does not entitle any progress claim
against the specific intermediate milestone.

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‐ For Construction and Commissioning, progress against each activity / sub-activity

level shall be measured based on the quantity of work completed as a percentage of
the total quantity of work to be completed.
‐ Overall progress of each project Area / Phase / Discipline, etc. shall be computed by
multiplying the activity % progress by its weight factor and thereafter summing up the
products.
‐ Overall progress for the whole project shall be calculated by integrating the progress
against each project Area / Phase / Discipline, etc. as described above, with the
respective weightings.
For further details please refer to Project document AD146-90-G-00131, titled “Progress
Measurement Procedure”.
5.10 Invoicing and Payments
According to Contract, CCC shall submit monthly one invoice for payment of each element
of the Contract Price on the basis of progress achieved, supported by full documentary
evidence such as ADMA-OPCO approval of physical progress in accordance with the
Progress Measurement System.
ADMA-OPCO will approve said invoice and payment will be made to CCC within thirty (30)
days from receipt of correct and complete invoice by ADMA-OPCO.
For further details like the ones related to retention money and adjustment to invoicing
schedule for milestones, please refer to Project document AD146-90-G-00133, titled
“Invoicing Procedure”.

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6. ENGINEERING PLAN
6.1 General
During the early phase of the Project, the Engineering Design Work will be centred and
managed at the CCC Engineering Offices established in Mussafah - Abu Dhabi.
In these offices all control, management and interface with ADMA will reside.
6.2 Project Start-up
The Engineering Work will be structured on a Taskforce basis, and managed at the CCC
Abu Dhabi Engineering Offices.
The Project Taskforce Team will be headed by the Project Engineering Manager (PEM), who
reports directly to CCC EPC Project Manager. Also, the team will comprise of Lead and
Design Engineers from all disciplines, Project Engineer, Document Control and IT Support
as required on full time basis to support the coordination of activities.
Project start-up will involve the immediate tasks of reviewing contractual requirements and
establishing the project specific procedures based on CCC corporate standards.
The first month will be crucial in determining a firm basis for the project to proceed. During
the first 30 days, detailed engineering schedules and staffing levels will be allocated.
6.3 Initial Design
Early design work will be focused on process confirmation of the FEED and the release of
key documents for other disciplines to work. All changes from the FEED package - in the
form of ADR ( Additional Design Requirements) - and clearing of outstanding HAZOP
comments from FEED will be a key activity, and support in the form of quick approvals will
be required from ADMA.
Site surveys will be performed in the initial phase, to confirm the design basis and to finalize
interface tie-ins. The Project Construction Team will assist in site works.
Constructability and Commissioning aspects will be an integral part of the Engineering

criteria during this initial period as well as throughout design development.
6.4 Key Milestones
After the 100MBD PROJECT kickoff and the Initial Design phases, the work will focus
towards the following key project workshops :
 Project Risk Review

 1 st Design Review
 HAZOP Review
 SIL Review

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 30% Model Review

 2nd Design Review
 Constructability Review
 SIMOPs Review.
Once the 30% model review has been completed, for each area, the design will be released
for downstream discipline development, towards the issue of construction drawings.
Upon completion of 1 st Design Review and HAZOP study, the design shall be released for
ordering LLIs.
Aiming to overcome time schedule constraints, some LLIs may be ordered in advance in
respect to 1 st Design Review and HAZOP review completion, subject to condition that results
coming from such workshops will be transferred to Vendors as Post-Order requirements.
60% design review to be conducted upon availability of all vendor packages.
6.5 Site Support
As Construction work progresses at site, and for providing continuity, engineers from the
task force will be assigned to the site as required, to establish a field engineering team that
will remain on site to support Construction and Commissioning activities.
6.6 Engineering Roles and Responsibilities
6.6.1. General
Engineering primary responsibility is to design the plant so that it can be built and operated
safely, meeting ADMA requirements as detailed in the ITT and Design Basis, targeting plant
hand over within the required schedule.
6.6.2. Engineering Phase
Under the guidance of the PEM, lead discipline engineers in the Abu Dhabi Engineering
Office are responsible for the engineering and design of the plant.
The role of the discipline lead engineers will be to ensure that the design meets ADMA
Contract requirements and that interfaces with other contractors on site are incorporated into
the design.
6.6.3. Construction Phase
As Construction work progresses, engineers from Engineering Office, will be mobilized to

site to provide continuity and field engineering support as deemed necessary. As

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engineering reaches 95% completion and most of the construction deliverables are issued
AFC, focus will effectively be transferred to the field.
6.6.4. Commissioning Phase
The process, instrument and electrical discipline engineers from Engineering Office will be
integrated into the Commissioning Team to provide continuity of engineering support and
ownership of equipment design through final handover to ADMA.
6.7 Engineering Discipline Roles and Responsibility
The outline execution responsibilities and roles of each technical discipline are given below
along with a statement regarding the types of deliverables produced.
6.7.1. Process
6.7.2. Material / Corrosion Engineering
Execution Responsibilities
The Corrosion Engineer is responsible to the PEM for the technical execution of the
Material/Corrosion engineering design scope of work, and for control of budget and schedule
associated with the Material / Corrosion engineering design discipline.
FEED material selection report endorsement will be one of the first priorities to establish a
firm basis for the engineering and design to progress. Undefined material and corrosion
requirements are to be defined. Validation, optimization and modification of material
selection is required as well as the finalization of material selection and corrosion control
requirements for all items or units. In addition, Materials / Corrosion engineer will review
materials deviations/ variation asked by vendors / suppliers.
Deliverables
Material / Corrosion Engineering discipline deliverables will comply with the Contract
requirements of the ADMA and support the requirements of Construction and
Commissioning / Operations. These deliverables will include the following:
 Material Selection Report

 Material Selection Diagram
 Corrosion Control Manual (Corrosion Control & Monitoring Report)
Also, Corrosion Risk Assessment Study will be conducted by a third party with all inputs are
provided by the Lead engineering as well as the implementation of the consultant
recommendations.
6.7.3. Piping

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The Piping Lead Engineer is responsible to the PEM for the technical execution of the Piping
Engineering Design Scope of Work, and for control of budget and schedule associated with
the Piping Engineering design discipline. For the piping within Plant areas, FEED layouts
and the Issued for Detailed Engineering P&ID, piping discipline shall establish the basis to
cover all the piping engineering and design activities. The first major milestone will be the
30% design review, driven by piping but supported by all disciplines, to confirm the plot
layouts, equipment locations and accessibility as this will give clearance to all disciplines for
detail design. At this stage piping shall have located all equipment based on preliminary
mechanical data and shall have established the pipe rack sizing to release the structural
steel design.
The next major milestone for piping would be the 60% design review by which time Vendor
data would be available for equipment (some may not be final) and all major routing will be
completed. This review shall release the development of Construction isometrics and
secondary structural steel support.
Piping team will have the critical task of handling the design and subsequent definition of
material requirements for the Early Tie-In Package (Scope-B). As such, the team shall carry
out all spool piece engineering activities of Tie-in‘s identified as early Tie ins in FEED Doc
No. AD146-90-G-02407. CCC Project Manager will plan and associate with ADMA to
perform this scope of work during Plant shut down. However, PEM and Piping Lead
Engineer will consider this part of design as critical and finish the engineering and material
requirements as early as possible in order to procure the material and fabricate the
spools/pipe supports such that it will be ready for construction to make use of any
opportunity of plant shutdown for other works.
Deliverables
Deliverables will comply with the Contract requirements of ADMA and support the
requirements of Construction and Commissioning / Operations. These deliverables shall
include all fabrication drawings, material lists and material/procurement support data and
necessary calculations to support the final design and material selection.
The type of documents to be produced, for the Piping discipline shall include:
 Specifications: Piping Material Specifications and Insulation specifications.

 Drawings:
‐ Plot Plan (Equipment Layout drawing) with all vendor data incorporated
‐ Piping General Arrangement Drawing
‐ Piping Isometrics for all lines including small bore with support markings
‐ Tie-in details on GAs and isometrics
‐ MTO
‐ Pipe supports based on the guidelines provided in ADMA Standard
SP1023 as well as special support drawings
‐ Nozzle orientation drawing for all vessels and columns

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 Reports: Detailed Stress analysis

 Calculations: Final stress analysis to be completed covering different load
conditions
 Material Requisition for pipes, fittings, flanges, valves, specialty items, etc.
 Technical Bid Analyses: Bid analyses to be prepared for all piping components to
ensure that manufacturer has understood the scope of the requisitions fully and in
compliance with ADMA specifications.
 Pipe supports shall be designed based on the guidelines provided in ADMA
Standard SP1023
 Vendor Document review: For large size valves, Vendor documents shall be
reviewed to check technical accuracy and compliance with the requisition.
 As Built drawings: Complete the As Built Drawings using mark ups from site.
6.7.4. Mechanical Equipment
The Mechanical Equipment Lead Engineer is responsible for the technical execution of the
mechanical engineering scope of work, and for control of budget and schedule associated
with the mechanical engineering discipline. Commodity specialist engineers are responsible
for the quality of the areas assigned to them. For example, a Package Equipment Engineer
(PE) will handle the technical activities of Boiler-8 package. Boiler package Vendor will
appoint a Project Engineer who will be the focal point on Vendor side for any technical
communication. Coordination activities relevant to Boiler package will include, mainly:
 Review of Boiler area layout to assess operability, accessibility, maintainability and

safety requirements ( e.g. EERP);
 Battery limits definition ( location, size, process conditions, piping movement and
forces) ;
 Geometrical data and loads on foundations;
 HAZOP / SIL/ PHSER review ;
 Feed-water pumps sizing data (feed-water pumps are not part of Boiler package);
 Utilities consumptions;
 Electrical loads list;
 Instrumentation interfaces (e.g. exchange signals with external system including
existing boilers)
 Constructability review and material handling study.
Lead Mechanical Engineer major responsibilities are:
 Responsible for Issuing / updating the department EDR and identifying resources
requirements to meet the departmental needs for the project scope.
 Assess and evaluate design methods and options to achieve cost effective
Engineering solutions.

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 Organizing the work sequence to the scheduled requirements and priorities in

order to meet target times and costs.
 Review the work produced by the discipline engineers to ensure that applicable
international codes, Project Specifications and ADMA / BP standards are followed
and quality is acceptable.
 Highlight and identify any event that is likely to affect the timely and proper
execution of work
 Provide the required technical assistance to the project management team all
through the project life.
 Ensuring multi discipline input to the deliverables and Vendor documents.
 Participate in the design review meeting and make sure that all required supplier
representatives are available in the review meetings.
 Deals with non-conformances and takes appropriate corrective and preventive
actions.
 Maintain record of all notices, correspondences, reports, documents, etc. during
the course of execution of the work.
 Liaison with any other party involved with the project for the technical issues
including ADMA and consultants.
Discipline Mechanical Engineers major responsibilities.
 Prepare the material requisition packages.

 Incorporate client comments and markups
 Review the vendor offers
 Prepare the technical bid evaluation for each commodity
 Assume full responsibility for the equipment assigned to him throughout the
project time.
 Expediting the drawing reviews by other project disciplines and following closeout
of the equipment orders to delivery.
 Attend the witnessed tests at the supplier’s factory.
After verification of the FEED data sheets, first priority will be to place the orders of Boiler-8
as well as major Separation & Cold Stripper Vessels. The static Equipment team will also
have responsibility for their equipment throughout the project, ensuring multi discipline input
to the purchase orders and Vendor drawing reviews, expediting the drawing reviews and
following closeout of the equipment orders to delivery.
Pressure Vessels
Preliminary pressure vessel design calculations shall be carried out in-house utilizing the
Design codes and PV-Elite program as per project requirements /specifications /datasheets.
Also, Vessel supplier will perform their own calculations which will be submitted for review.

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Vessel fabrication drawings shall be reviewed as follows:
The first submittal shall be reviewed by the Process, Piping, Civil, Instrumentation and the
Vessel Engineer in charge. Subsequent reviews shall be by the Vessel Engineer only.
Welding procedure, QA/QC procedure etc. shall be reviewed by the Inspection department
and Vessel Engineer.
Inspectors visit to the shops before and during fabrication to ensure conformance to the
drawings, specification and procedures. Deviations with proposed corrective actions are
submitted to the vessel engineer for approval.
Vessel internals (For new and for existing replacement) will be purchased as per Project
datasheets/specifications from ADMA nominated internals supplier. Internals supplier is
required to confirm the performance guarantee of the equipment based on the selected
internals. Internal drawings will be reviewed as described above, and copies of the approved
drawings will be forwarded to the vessel fabricator.
Heat Exchangers / Air Coolers
Thermal design for heat exchangers shall be carried out by Manufacturer / Supplier and will
be reviewed / approved by Thermal Engineer in charge for design consistency using HTRI
computer program. Supplier shall provide the thermal / performance guarantee as per
specification / project requirements.
Mechanical design & Vendor documents review shall be similar as specified above for
Pressure Vessels.
Maintenance areas are provided in coordination with the piping designer during the
equipment and piping layout development, constructability reviews and model reviews.
Special considerations and additional design interfaces are to be considered with
 Civil and structural discipline

 Electrical discipline
Rotating Equipment
Major activities relevant to Rotating equipment are :
 Prepare the material requisition packages.

 Incorporate client comments and mark-ups
 Review the vendor offers
 Prepare the technical bid evaluation for each commodity
 Assume full responsibility for the equipment assigned to him throughout the
project time.

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 Expediting the drawing reviews by other project disciplines and following closeout
of the equipment orders to delivery.
 Attend the witnessed tests at the supplier’s factory.
Deliverables
Mechanical Equipment deliverables will be as per Contract requirements of ADMA and will
be focused on ordering of equipment and hand over of finally approved Vendor
documentation.
A brief list of activity/deliverables to be carried out by Static Equipment Engineer for The
Boiler, Pressure Vessels & Heat Exchangers:
 Mechanical Datasheets
 Job Specifications
 Equipment Material Requisitions
 Equipment Purchase Requisition
 Material Handling Study.
 Vendor drawings/documents/calculation reviews.
Deliverables related to Rotating Equipment will be as per the Contractual requirements and
will be focused onto ordering of equipment.
Vendor operating manuals will be customized and detailed in clear way to achieve easy and
safe operation
Final documentation will contain latest approved revisions.
6.7.5. Civil / Structural / Architectural
The Civil & Structural Lead Engineer is responsible to the PEM for the technical execution of
the civil & structural engineering design scope of work, and for control of budget and
schedule associated with the Civil engineering design discipline.
Topographical survey work and soil investigation will be one of the first priorities to establish
a firm basis for the engineering and design to progress. The first construction drawings will
be for site preparation to allow early access to construction on site.
Civil & Structural team will have a role in the critical task of handling the design and
subsequent definition of material requirements for the Early Tie-In Package (Scope-B).
Deliverables
Civil Engineering discipline deliverables will comply with the Contract requirements of the
ADMA and support the requirements of Construction and Commissioning / Operations. Any

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exceptions to the Contract Deliverables requirements (if any) have been listed in the
Qualifications and Exceptions section of this bid. These deliverables shall include all
fabrication drawings, material lists and material/procurement support data and necessary
calculations to support the final design and material selection.
Civil engineering group will use electronic data transfer methodology to provide fabrication
data to fabricators. Interface will be by means of neutral file transmission to fabricators along
with structural arrangement drawings to improve the work flow. Final deliverables to Site will
be fabricator generated marking plans, detail fabrication drawings and bolt location lists.
A brief list of activity/deliverables to be carried out by Civil/Structural Engineer for The Boiler,
Pressure Vessels & Heat Exchangers:
 Verification of the data and information provided in the topographical survey

reports/drawings and geotechnical investigation reports prior to start of work.
 Master Plan Drawings and general arrangement drawings for all civil concrete
foundations, structures.
 General Arrangement drawings / site plans and grading plans including
appropriate drainage systems.
 Civil and Structural drawings of all equipment supports.
6.7.6. Electrical
The Electrical Lead Engineer is responsible to the PEM for the technical execution of the
electrical engineering design scope of work, and for control of budget and schedule
associated with the electrical engineering design discipline.
From the start of Detailed Design, the new plant loads and the distribution system will be
reviewed to firm up on the full scope of power requirements. Single line diagrams will be
developed to reflect the scope.
Major Field equipment and cable trenching and main cable routing reservation will be
finalized at 30% design review stage.
Early cable and bulk material ordering will be initiated to ensure adequate material at site to
support early underground cable installation and the construction schedule.
Deliverables
Electrical discipline deliverables will comply with the Contract requirements of ADMA and
support the requirements of Construction and Commissioning / Operations. Basic
deliverables will cover the power system distribution and design, all design deliverables for
construction and operations and material requisitions to support procurement activities.

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6.7.7. Instrumentation / Telecommunications
The Instrumentation, Control Systems / Telecommunications Lead Engineer is responsible

to the PEM for the technical execution of the discipline engineering design scope of work,
and for control of budget and schedule associated with the Instrumentation, Control Systems
and Telecommunications engineering design discipline.
This group will develop the requirements for new, expanded and upgraded field instruments,
control systems and telecommunications facilities, in line with the direction given in the
FEED documents.
Instrumentation team will have a role in the critical task of handling the design and
subsequent definition of material requirements for the Early Tie-In Package (Scope-A). As
such, the team shall carry out all spool piece engineering activities of Tie-in‘s identified as
early Tie ins in FEED Doc No. AD146-90-G-02407. CCC Project Manager will plan and
associate with ADMA to perform this scope of work during Plant shut down. However, PEM
and Piping Lead Engineer will consider this part of design as critical and finish the
engineering and material requirements as early as possible in order to procure the material
and fabricate the spools/pipe supports such that it will be ready for construction to make use
of any opportunity of plant shutdown for other works.
Deliverables
Control Systems and Telecommunications discipline deliverables will comply with the
Contract requirements and support the requirements of Construction and Commissioning /
Operations.
Towards the beginning of the Project, site visit will be carried out to completely familiarize
with the project and the existing facilities and collection of necessary existing documents.
Additional site visits and data collection shall be planned throughout project duration if
required.
During initial phase of the project, complete review of the FEED package and tender
bulletins shall take place to update the FEED package with the revisions required by client
during tender bulletins and tender clarifications.
After completion of initial phases, preparation of all philosophies and instrument

specifications /datasheets shall start followed by preparation of Material requisitions for all
instrumentation long lead items.
The following deliverables will be issued for approval:
 Specifications
 Data sheets
 Material Requisitions
 Technical Bid Analysis

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Based on the approval of the design basis and other related documents, following
documents will be generated, further detailed engineering will be carried out which will
address the Installation related documentation like;
 Instrument Index
 I/O Lists
 Block diagrams, field instrument layouts, typical hook-up, installation drawings etc.
 Overall instrument cable routing drawing to cover main cables.
 Loop drawings etc.
All the deliverables will be in accordance with ADMA Standards and Quality system.
The instrumentation design for the project will be carried out based on:
 The Scope of Work

 ADMA Engineering Procedures
 International standards
 CONTRACTOR Quality System
 Safety to personal and equipment
 Ease of operation, maintenance & repair
During the engineering all required data for the other discipline engineering and coordination
will be taken care. Input will be given as and when required to other discipline studies, e.g.
HAZOP.
The Procurement activity will be taken up for all Instruments and Control systems. The
Enquiries will be floated, bids will be evaluated, Technical Bid Evaluations will be prepared
and the Vendor documents will be reviewed.
Instrument team shall ensure the quality & compliance of the loose supplied / package
related instrument equipment & material post order placement by prudent review of Vendor
Documents and approval. The engineering documents will be updated based on Vendor
information and data reflecting the actual situation of the supplied equipment & material.

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7. PROCUREMENT PLAN
7.1 Procurement Activities
Procurement Activities for the Project are described in the Project Procurement Plan (doc.
no. AD146-90-G-00150).
CCC will appoint a Project Procurement Manager who will be responsible for the monitoring
and coordination of the procurement works. He will establish the Project Procurement
operating procedures, the Master Vendor list, and standard terms and conditions for
purchasing. He will ensure that financing requirements are secured with respect to
commitments made, and also provide centralized purchasing, and Traffic & logistic control,
including shipping.
Procurement activities will be carried out in CCC offices in Abu Dhabi under the
responsibility of this Project Procurement Manager (PPM) who reports to CCC EPC Project
Manager.
Material will be purchased from the list of Vendors approved by ADMA.
Special care and priority will be maintained on the Long Delivery Item(s) (LLI) defined as
those equipment and material to be procured having ex-works delivery equal/longer than 6
months.
The Project Procurement group will be responsible for monitoring and reporting status of the
procurement activities. The Procurement group will also be responsible for establishing a
plan of action to overcome adverse delivery trends. CCC will carry out regular internal
technical and quality audits as per the Approved Quality Plan.
Procurement personnel will take the lead in procurement activities. However, CCC believes
that the successful procurement execution can only be carried out by active participation of
engineering, Project controls, and Project management in the procurement process.
Therefore, Procurement will be definitely a team effort.
CCC procurement policy is to provide equipment, materials and spare parts for the
PROJECT in accordance with the following guidelines:
 Material will fully meet the PROJECT Specifications.

 Vendors will be chosen from the list of approved Vendors. ADMA Approval of the
CCC selection of Vendors will be obtained in a timely manner.
 Normally competitive worldwide tendering is carried out to identify the most
commercially attractive Vendors under optimum conditions except where the
Contract and/or its specifications require otherwise.
 Local suppliers will be considered if they meet technical and commercial
requirements including delivery and price competitiveness.
 Deliveries will have to meet the construction schedule.
 Importing formalities in Abu Dhabi including import duty exemption procedure, if
applicable, for equipment and materials will be strictly observed.

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 Inspection and Testing for CCC provided material will be carried out as per the
specifications and as defined in the purchase order.
 ADMA will be kept informed of the status of procurement activity at all times, from
the bidder selection stage through order placement, fabrication, inspection and
shipping progress, up to delivery to site.
 In addition, documentation related to procurement as required by the Contract will
be submitted in a timely manner to ADMA for review or approval.
 Procurement strategy shall cover planning for all levels / degree of inspection
requirements including any critical fabrication activities. The plan covers review of
suppliers’ quality control procedures and highlights on non-conformance
identification and resolution.
 For materials and services requirements, engineering disciplines will prepare the
material requisitions, technically evaluate the Vendor proposed material for
compliance with the 100MBD PROJECT specification and review / approve the
Vendor drawings.
 The plan shall highlight coordination concepts after award such as, Supplier’s
notifications for tests, access for inspection personnel, technical specifications,
non-conformance approvals and coordination with ADMA third party, where
applicable.
 CCC shall ensure that purchase orders for long lead item i.e., Boiler, valves and
other equipment packages or materials that are critical to the fabrication schedule
are given priority when placing orders to ensure that the Site required dates are
met.
 Procurement Services and recommendations for Two years Operational Spare
Parts - as per ADMA SPIR forms - for all the facilities shall be as per the contract.

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8. MATERIAL MANAGEMENT PLAN
8.1 General
Managing materials effectively is one of the vital processes to ensure that the project will be
completed on time and within schedule.
By using Intergraph’s MARIAN and In-house TALISMAN systems, CCC intends to integrate
material management functions from engineering to hand-over. This integration will ensure
that project participants will have consistent material status in terms of definition,
quantification, ordering, shipping, site delivery, installation, inspection and acceptance.
Starting from as early as project proposal stage, project material definitions and quantities
are maintained in MARIAN. After project award, early engineering activities will finalize and
freeze material definitions and item code assignments as per ADMA coding system, so that
specifications and material definitions will be populated into the MARIAN system. The
MARIAN database that is shared by engineering & procurement will help in communicating
engineering MTO summaries and Item definitions for procurement. This will reduce the time
between material quantity changes and their ordering.
8.2 Description of the Workflow
MTO prepared in design applications like PDMS and AVEVA Instrumentation will be
maintained in MARIAN. These MTO are usually stored in the form of quantities per drawing
and then summarized for MR preparation in the Engineering Module of MARIAN. The
Procurement Module of MARIAN is designed to capture and track all of the pertinent data
relative to the requisitioning, purchasing, and delivery activities on materials. The system
enables monitoring the latest material status and forecasting at any time, which will be
reported to ADMA through the Procurement Status Report (PSR).
For site material management, CCC will use the in-house system (TALISMAN) that is
integrated with MARIAN. The TALISMAN system will import MTO data from MARIAN for
subsequent site activities. Also, Material libraries that are created and maintained in
MARIAN will be exported to TALISMAN so that both systems will have the same material
definitions.
On site, material receiving will be tracked by TALISMAN, and Material Received Report
(MRR) and Overage, Shortage and Damage (OS&D) will be issued from TALISMAN and fed
back to MARIAN in home office against PO and delivery notes. Procurement will use MRR in
MARIAN for supplier payment processing.
TALISMAN will be used to issue material for construction against the MTO which was
imported from MARIAN and then broken down into constructible items (For example, from
Isometrics to spools in piping). TALISMAN will check for material availability for fabrication
and construction by drawing and will allow the Field engineer to perform a build ability
analysis. The build ability analysis is done for materials on site as well as for materials in
transit (imported from MARIAN along with the expected delivery dates) and is used by site to
forecast the amount of work that will be available in the months ahead.

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Following the build ability analysis, CCC site office engineer will prepare Store Issue
Voucher (SIV) in TALISMAN for drawings with available material and based on construction
priorities and defined work packages. Once the material is issued through the SIV,
TALISMAN will correct the “Logical Store Balance” and deduct the issued material from the
available stock balance. This will prevent the site office engineer from “double issuing” the
material if previously issued material is not withdrawn from the warehouse yet. When the
material is collect by CCC Construction, the “Actual Store Balance” is updated
These SIV will be exported back to MARIAN and will be used by Engineering to monitor
construction site status on engineering deliverables based on material issued for fabrication
and construction on site. By checking fabrication and construction status of design drawings,
the engineer at home office will be able to identify whether any drawing revision will result in
site re-work or not.
9. BASE LINE SURVEYS OF PRESSURE EQUIPMENT
ADMA-OPCO has identified the need to obtain baseline inspection data for new equipment
during construction rather than attempting to obtain this data after handover of the
equipment. When equipment is commissioned, the baseline survey may be delayed until the
next shutdown, which can be a few years later,
Exhibit-A of the Contract details the minimum requirements for baseline inspection surveys
of pressure equipment to be provided by CCC at purchase of package equipment and/or
Manufacturer during the construction stage. Pressure equipment includes pressure vessels,
heat exchangers and piping for all oil field services.
10. CMMS REQUIREMENTS
All maintainable assets/equipment must be captured and registered into ADMA-OPCO

CMMS Database (Maximo) to be tracked for any future analysis and maintenance.
CCC shall capture and document all new maintainable equipment/instruments, including but
not limited to, computers, servers, printer, etc. There should be a Tag No for all such assets,
even though the asset is not reflected in the P&IDs, Isometrics, SLD, LD…etc. and any other
type of document.
CCC, after consultation with ADMA-OPCO Reliability & Data Management team shall agree
on the items (equipment & instruments…etc) to be captured in the CMMS database.
In addition to all other normal & usual project documentation detailed in the Project
Deliverables List, CCC and his subcontractors, vendors, manufacturers, and suppliers shall
provide detailed information for all maintainable assets and equipment per ADMA-OPCO
specific requirements and as presented in the Contract to be documented in the CMMS
database.
CCC shall perform this critical task, as applicable, throughout the project execution phases
and to be considered as an important project closeout milestone.

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11. HSE MANAGEMENT PLAN
Project HSE Management Plan (doc. no. AD146-90-G-0200) will be prepared on the basis of
CCC corporate HSE system, including specific Project requirements and namely ADMA-
OPCO Guidelines no. GDL-007 and GDL-013.
During Engineering phase, CCC HSE activities shall include the following :
 HAZOP review;
 Participate in QRA carried out by ;
 SIL study;
 participation in PHSER carried out by ADMA-OPCO at various stages and implement
all PHSER recommendations;
 CCC is required to revisit SIL done during FEED and incorporate QRA
recommendations;
 CCC is required to submit to ADMA-OPCO as-built information for HSECES in
agreed formats in electronic and in hard copies.
CCC is required to support HSEIA carried out by ADMA-OPCO by providing necessary input
information.

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12. HSE REVIEW PLAN

12.1 Hazop review
CCC shall perform Hazard and Operability (HAZOP) study in line with ADMA-OPCO
Guideline for HAZOP STUDY ; GDL-005 at Detailed Engineering Stage of this project.
CONTRACTOR shall carry out the study, review and close-out and implement the action
points. Moreover, Contractor shall review and close out relevant actions from FEED HAZOP
Study, if any open items.
12.2 Hazid review
CCC shall review and close out all open actions of FEED HAZID study.
12.3 Simops review
SIMOPS workshop shall be organized during detailed engineering phase of the project by
CONTRACTOR to identify:
 All the Simultaneous Operations, Tie-ins & Interface Requirements.

 Potential interaction of the individual operations themselves.
 Higher concentration of personal involved.
 Major Design Barriers required to each simultaneous operations to demonstrate
ALARP.
Based on the assessment, the Manual of Permitted operations (MOPO) shall be prepared by
the CONTRACTOR
12.4 Noise Study
CONTRACTOR shall carry out noise study in line with ADNOC-COPV3-10, Noise Control
and Hearing Conservation; ADMA-OPCO standard (HSE-108) and BP Guide to Noise
Control
12.5 QRA
QRA study will be carried out by Bureau Veritas with input information and assistance from
CCC.
12.6 HSEIA phase-2
HSEIA Phase-2 Study shall be performed as per ADNOC-COP V1-02 by an independent

third party consultant to ADMA-OPCO (BV). CCC will provide the requested information
required to perform the study. CONTRACTOR shall incorporate all recommendations of
HSEIA study and also incorporate the HSEIA-1 FEED recommendation applicable to this
stage of the project.

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12.7 HSECES
CCC will establish identification of HSECES, creation of HSECES list, criticality ranking,
Performance standards and written scheme of examination for the life cycle as per ADNOC-
COPV6-01. The performance standards shall be prepared by CCC personnel who are
approved by ADMA for performing this task.
12.8 PHSER review
CCC shall participate in the Project, Health, Safety and Environmental reviews (PHSER) to
be conducted by ADMA-OPCO. The PHSER shall be as per latest revision of BP’s ETP GP
48-1, “HSE Reviews of Projects”.
The planned PHSER stages are:
 Pre-construction Stage PHSER

 Construction Stage PHSER
 Pre-Start-up Stage PHSER
CCC shall participate in above reviews and shall action/modify

drawings/documents/procedures to comply with the PHSER requirements. CCC shall
provide all required input/ data/ documents to the participants as per BP ETP GP 48-1 and
shall closed out the relevant findings arising from the PHSER sessions as well as the
relevant findings of FEED stage PHSER report.
12.9 RAM Study
CCC shall update the FEED RAM Study Report No. AD146-90-G-06428 Rev 2.
12.10 EERP Study
The two FEED EERP documents No. AD146-90-Z-06417 and AD146-90-Z-06612 will be
updated for EPC.

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13. QUALITY MANAGEMENT PLAN
CCC will apply a quality management system providing planned, systematic control of all
quality-related activities performed during design, procurement, and construction and
commissioning phases of the Project.
The PQP (doc. no. AD146-90-G-0200) is the principal quality document for the project and
summarizes the quality system and the resources and controls for its implementation on the
Project.
The PQP specifies the quality requirements for the project, the procedures to be followed in
meeting these requirements and the manner in which compliance with these requirements is
verified.
The PQP sets out the specific quality practices, resources and sequences of activities
appropriate to the design, procurement, construction, commissioning, start-up, test run and
final acceptance phases of the Project.
The PQP has been designed to fully satisfy Quality Management Requirements specified in
Specification SP-1009 “Requirements for Contractors Quality Systems on Major Projects”,
Specification SP-1007 “QA and QC Requirements for Construction Works, ISO 9001:2008
“Quality management systems”, and ISO 9004:2009 “Managing for the sustained success of
an organization - A quality management approach”.

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14. CONSTRUCTION PLAN
14.1 Scope of Field Services
CCC will provide qualified and skilled labour, tools, construction equipment, facilities, indirect
materials, direct materials, consumables, supervision, management, technical and
professional services necessary for the completion of all construction activities.
Field services includes the following:
 Construction;
 Execution of early tie-in works, according to the agreed timing and duration. Early
tie-ins involve piping connections between new facilities and existing facilities,
modification of existing electrical system and switchgears to provide power feed to
new facilities and modification of existing instrumentation and control systems to
accommodate requirements associated with new facilities.
 Construction Management;
 Materials Management & Control;
 Planning and Scheduling;
 Project Control/Cost Control;
 Subcontract Administration;
 Labour Relations;
 Quality Assurance/Control;
 Quality Management;
 HSE Management;
 Accounting;
 Pre-Commissioning;
 Reporting;
 Documentation and Drawing Control;
 First Aid;
 Security;
 Camps and Industrial Facilities.
14.2 Construction Organization Structure and Characteristics
CCC's Site management organization will be designed to achieve the following:
 Fulfilment and control of Project's safety, health, and environment requirements

 Fulfilment of Project quality requirements
 Fulfilment of Project construction requirements
 Excellent safety performance

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 Efficient construction management of lower tier subcontractors

 Best coordination of Site activities of high productivity
 Excellent coordination of all parties
 Early start-up of the plant for the benefit of the ADMA
The main characteristics of CCC's Site management organization, are as follows:
 Well defined responsibilities and authorities

 Continuity with the Project management organization
 Dedicated construction organizations reporting to the Project Manager
 Construction management supervision split in areas of responsibility, under the
authority of the Construction Manager
 Quality assurance organization independent from construction
 Construction HSE management organization reporting directly to the Project
Manager
14.3 Labor Recruitment
Based on the forecast requirements for labour, derived from the planning developed during
the tendering stage, labour recruitment will proceed.
CCC always gives priority to the recruitment of labour which has previously been employed
on projects with good results. Many of CCC's employees have been in almost continuous
employment for many years even though each employee's contract is for the duration of a
project only.
CCC will engage fully qualified and experienced personnel in the skills for which they are
recruited.
All employees are given a full safety training course before starting work which includes
orientation and induction into both ADMA's and CCC's safety methods and procedures.
14.4 Working Hours
Working hours will be based on a sixty (60) hours work week distributed over six (6) days.
National labour regulations will be followed in establishing days of work, holidays and other
conditions of employment.
Due regard will be given in dealings with the local employees to all officially recognized
holidays, religious or other customs and special arrangements will be made to ensure that
the Work will proceed, as required, during festivals and holidays.
14.5 Construction Sequence
The following overall strategy is the basis of the construction scheduling of early activities:

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 Maximized prefabrication of modules, equipment components and pre-assembled

packages for equipment, etc
 Commencement of prefabrication at an early stage thereby minimizing Site
manpower peaks and labour requirements
 Maximize the use of pre cast foundations
 The erection of sophisticated systems and equipment will be carried out under the
supervision of the appropriate vendor representatives
Construction work will, as far as possible, follow the logical sequencing for this type of work:
 Site Preparation
 Underground services (deepest first)
 Foundations
 Pipe-rack erection
 Structural steel erection
 Equipment, vessel installation and storage tanks
 Electrical installation
 Instrument installation
 Painting and insulation
 Systems handover
 Mechanical completion
The work activities described above are not intended to be either complete or in strict
sequence of operations but only as a guide to the overall planning/scheduling operations.
14.6 Construction Activities and Methods
A dedicated Construction Team, headed by a Construction Manager reporting directly to the

Project Manager, and equipped with all necessary construction equipment and labour will be
assigned to carry out the construction works.
CCC will start their activities on the Site when the state of Project in general will permit it and
in particular when the construction drawings and the materials will be actually available and
in such a quantity as to allow the work to progress on the basis of the agreed construction
schedule.
As far as Boiler package is concerned, the boiler block will be delivered by the Manufacturer
as a pre-assembled unit, hydrostatically tested and insulated (the estimated weight of the
boiler block is in the range of 100 tons), while the following main parts will be shipped
separately :
 Economizer;
 Stack;
 Ductwork;
 Forced draft fans;
 Fuel gas skid;
 Boiler external piping spools.

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Boiler installation work at site will be supported by Vendor Representative, as needed.
The construction methods to be adopted are not expected to vary from industry norms.
Detailed Construction method statements will be prepared for major activities with additional
emphasis being placed on areas of congestion and program criticality.
CCC will prepare and submit for review and approval, Project specific procedures reflecting
as a minimum the intent of documents provided by the ADMA in the ITB Documents. Typical
procedures will relate to the following:
 Safe working practices

 Material Handling/Control
 Quality Control/Assurance
 Scheduling and Progress Reporting
 Construction Procedures
 Inspection Procedures
 Fabrication Procedures
High priority is given to such work items as:
 Safe working practices

 Material identification and procurement
 Employment of a geographically balanced workforce
 Effective QC/QA, procedures implementation
 Having the right component personnel on Site at the right time
It is CCC's intention to complete the construction work to the highest possible standard using
the best possible techniques at each stage of construction.
14.7 Shutdown Works
As part of the Contractors scope, there are tie-in points to be carried out during shutdowns.
Shutdown works require detailed planning and will be addressed in specific Method
Statement Procedure.
14.8 Civil Works
The philosophy for the implementation of civil works consists in minimizing the overlapping of
activities and/or any interference with the execution of mechanical erection, especially in the
areas with greater quantities of items to be installed, equipment and personnel.
The optimum assumed solution consists in having at the beginning a quantity of foundations,
sewers and buried lines (already tested) and paving made available by CCC, so as to ensure
for the work continuity as envisaged in the schedule.

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CCC's civil work activities will include:
 Site preparation, staking, clearing, levelling and grading

 Excavation, trenching, backfilling and other ground work
 Foundations, culverts, concrete slabs, pits
 Fences & gates
 Roads & parking area
Upon completion of the Work, related access roads will be cleared of all incidental scrap
material and graded/contoured to shallow gradients in keeping with the natural contours of
the surrounding area.
14.9 Structural Steel
Steel structures, ladders and platforms will be supplied to the Site prefabricated to the
maximum degree allowable for transport. Steel erection will be carried out by trained and
competent personnel working under the supervision of Site engineer.
14.10 Modules and Equipment Packages
CCC's equipment work activities will include:
 Inspection of foundations
 Setting of the modules & equipment package in place and carrying out necessary
alignment, levelling, etc
 Checking the equipment package installation for completeness
 All levelling, aligning and shimming of equipment
14.11 Electrical/Instrumentation/Telecommunications
The philosophy adopted mainly consists in maximizing the prefabrication and assembly of the
electric/instrument system components at the manufacturer's shop.
Furthermore, the construction activities will be scheduled in such a way as to avoid any
interference with the other activities and to ensure at the same time operating continuity.
Tests and checks will be performed in due time and taking into consideration the start up
sequence of the users, as required by the plant start-up schedule.
14.12 Painting and Coating
Painting Facilities will be established within the temporary facilities area designated by
ADMA, and shall constitute the following:
 Offices.
 Material Storage Containers
 Covered Paint Shop.
 Open Lay-down.

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Full Painting of Modules Steel and Equipment to be done along with piping networks
provided it’s tested.
14.13 Insulation
CCC's insulation work activities will include:
 Application of insulation as required

 Other insulation works and/or services
14.14 Welding and NDT Procedures and Qualification
CCC will be responsible for and will carry out all activities associated with welding and NDT
qualification for the Work according to Specifications, including the following:
 Prepare and qualify welding procedures (Welding Procedure Qualification Tests)

for structural and pipe welding
 Qualification of welders for structural and pipe welding
 Qualification of welding equipment
 Maintaining welder qualification records
 Monitoring welder performance
 Prepare NDT procedures and obtain certification
 Qualification of NDT equipment and dimensional control
 Qualification of equipment operators for NDT and dimensional control
 Perform NDT as per the procedures
 Supply of all associated electric power, consumables, materials, construction
equipment, and other associated items
 Provide and maintain secure storage for radioactive sources
 Implement specific safety procedures relating to radioactive sources
14.15 Welding Procedures and Qualification Records
Before fabrication or field welding commences, CCC will submit specific welding procedures,
procedure qualification records, Positive Material Identification (PMI) and Non Destructive
Examination (NDE) Procedures for review for review and approval.
CCC's welding procedures will include details of pre and post weld heat treatment where
applicable. Acceptable welders' qualifications will be supplied to ADMA prior to
commencement of fabrication or field welding. Alternatively, welder qualification tests will be
carried out on Site.
CCC will not commence welding until all welder and welding procedures and qualifications
have been submitted for review and returned as accepted.

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14.16 Weld Identification
Each welder will have his own stamp to identify his welds.
CCC will allocate a sequential weld number and welder stamp number for every weld made,
which will be marked on a record copy of the relevant isometric or general arrangement
drawing. The recording and numbering system will be approved by ADMA.
A full set of piping isometrics recording this information will be included by CCC in the
Handover Documentation.
14.17 Quality Control
All welders/welding will be subject to quality control checks as required by the standards and
procedures and Project specifications.
All welding electrodes for fabrication will be correctly stored in accordance with the standards
and specifications.
CCC will supply an adequate quantity and type of heating ovens for the storage
and baking of welding electrodes and suitable equipment for the heated storage of electrodes
by welders adjacent to their workplace.
CCC will supply an adequate quantity and type of heating devices to perform Pre-heating and
Post Weld Heat Treatment of the applicable welds.
14.18 Welding Equipment
All welding equipment will be resourced from CCC's owned resources that are available
locally or from nearby Gulf Countries.
14.19 Heavy Lifts Operations and Super Heavy Lifts
CCC has their own Rigging Department that is experienced in planning and executing heavy
lifts and heavy haul services. Heavy lifts services, related to performance of the work, will be
performed by CCC using either their own equipment or hiring from a specialist if the lift/haul
exceeds the capacity of their own equipment.
CCC has an "in house" developed Computer Assisted Rigging Plan program with data on all
cranes, lifting gear and hauling equipment in its inventory. This program, which is managed
by a team of highly qualified engineers, provides rigging plans that take into consideration
such minute details as shackle size, spreader bar size and configuration, plus location of
lifting crane(s), soil bearing conditions etc, thus enabling
CCC to optimise the use of very expensive heavy lift equipment, and to guarantee safe
rigging plans for erection.

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CCC will develop detailed engineering calculations and drawings required for the erection of
equipment and material and perform rigging studies through review of available drawings and
documents, i.e. plot plans, equipment location, structural and civil design and vendor
drawings and suggest method statement for review and approval by ADMA.
All lifting equipment will at all times have a valid safety certificate, which will be made
available for inspection by ADMA as requested CCC will provide heavy lift drawings which
will describe those foundations, structures, or other items which must not be installed so as to
allow the safe and efficient placement and operation of cranes, and erection of heavy lift
items.
The rigging studies will as a minimum provide:
 Determination of special equipment and rigging needs: necessary craneage,

supervision, labour, lifting lugs, cribbing, crane mats, temporary bracing, spreader
bars, matched slings, sub-grade preparation as necessary, and any other
construction resources required to safely lift and place the equipment onto its
foundation.
 Development of a rigging plan for each heavy lift.
 Determination of type, rating, and anticipated duration for all lifting equipment.
 Incorporation of heavy lift equipment needs and durations into the overall Project
construction schedule.
CCC Rigging Department is based in Mussafah, Abu Dhabi, where rigging studies are carried
out in accordance with our standard procedure which conforms to the highest international
standards.
All rigging studies required under the Contract Specifications are prepared by our Rigging
Department using state of the art computerized Auto CAD system and submitted for
approval in accordance with ADMA Project Specifications, normally 2-3 months prior to any
lift being executed.
14.20 Pre-Commissioning
CCC will take charge of the pre-commissioning activities including:
 Adjustments
 Cold alignment checks
 Temporary hook-ups
 Vendor checks.
14.21 Construction Equipment
CCC will supply all necessary Construction Equipment. All of the Construction Equipment
provided will be available on the Site from the starting date of the relevant work up to the
completion date thereof.

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At all time during the implementation of the Works, subject to the application of the applicable
laws, technical certification of cranes and lifting gear will be kept valid.
Upon request CCC will provide all relevant documents and certificates to ADMA.
Maintenance of construction equipment and machinery is carried out on Site by employing

the "Preventive Maintenance System" (PMS). The system is developed in line with the
operating manual of the individual machinery.
14.22 Temporary Facilities
Reference is made to Attachment-3 for a preliminary estimation of the required area.
Providing efficient, practical facilities on time to support the construction efforts of the
permanent facilities is a critical activity that affects the overall success of the Project.
CCC will utilize its past experience accumulated through the previous Projects, implementing
the lessons learnt in the execution of temporary facilities for this CONTRACT.
CCC will design Temporary Construction Facilities, and submit all relevant documents and
drawings to ADMA for review and approval.
Site offices will be part of the temporary facilities. The Site offices will serve the needs of all
of CCC construction team as required, and will have all standard office equipment and
supplies as well as all necessary networks, utilities and amenities to highest international
standards.
14.23 Utilities
CCC will tie into the provided utilities at the hook up points and will be self sufficient and
responsible for providing, maintaining and operating required utilities for the camp, Site,
offices and for other temporary facilities, including:
 Water
 Power
 Sewage Collection and Disposal
 Site Sanitation

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15. SUBCONTRACTING PLAN
15.1 Subcontractor Selection
Key success factors for the successful construction completion of the project are,
among others, an appropriate subcontracting policy and strategy which shall include
the definition of appropriate and well balanced work packages as well as the selection
of the best subcontractors who will perform the construction work successfully to the
satisfaction of ADMA and CCC.
Mandatory requirement is to utilize ADMA-OPCO prequalified and approved sub-

contractors, only.
Regarding the selection of the subcontractors, the following points will be considered:
‐ Regional and International Experience

‐ HSE Records
‐ QA/QC Management System
‐ Current and forecasted workload
‐ Technical and financial capacity
‐ Competitiveness
‐ Management Commitment.
Global Process Systems (GPS), as declared during bidding phase by CCC, will be
responsible of modules integration and assembling and namely of the following
activities related to modules of Scope-A:
 Receiving free-issued equipment from CCC,

 Supply and Construction of module skid structures complete with platform,
handrailing, access stairs and ladders;
 Installation of free-issued equipment on modules;
 Supply and construction of piping within module boundaries,
 Installation of instruments and wiring up to local junction boxes onboard
modules;
 Supply and installation of required lighting on modules;
 Painting and coating;
 Pre-commissioning activities including hydrotesting;
 Quality Control according to ITP;
 Progress Measurement and Reporting
The following list summarizes the activities that CCC plans to subcontract for the
Project and the associated proposed Sub-Contractors (to be approved by ADMA-
OPCO):
 Modules Assemby and Integration: Global Process Systems (GPS);

 General Civil Construction at Das Island : Target, Granite, Costain;
 HSE Engineering : Risktec, Gasos, ESR Technology, URS Co., Dome,
Atkins;

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 Electrical Engineering Studies: to be advised;

 Topographic survey, Geotechnical Survey: Fugro, Aces;
 Insulation : Cape East Ltd., Industrial Technology Ltd., Kaefer, Insulco, Ineco
Ltd.;
 NDT / PWHT : Internal Inspection Services Ltd., Sigma, Alkhaja PIH, NDT
Corrosion Control Services, Pipeline Services L.L.C., Al Hoty Stanger
Laboratories;
 Painting : Abu Dhabi Coating Enterprises, Insulco Emirates, Mazrui & Hawi
Painting Co., Cape East Ltd., Industrial Technology Ltd, National Protection
Co., Prezioso Gulf Coatings L.L.C.;
 Passive Fireproofing Protection : Abu Dhabi Coating Enterprises,
Anticorrosion Protective systems, Insulco Emirates;
 Marine Transportation : Al Jaber Marine, Ale Middle East LLC, Gulf Piping
Co., GAC Marine L.L.C., Linden Shipping International;
 Inland Heavy Transportation : Al Jaber Heavy Lift & Transport L.L.C., Ale
Middle east LLC, Mammoet General Transport, Sarens Projects M.E.;
 On-Shore Piping Spools Shop Fabrication : Global Process Systems
(GPS); Gulf Piping Co..
15.2 Subcontractor Control
Prior to any commitment to a subcontractor there will be an alignment between CCC

and subcontractor for the project objectives. The extension of this alignment depends,
as said above, on the previous partnering experiences.
The important points to be aligned will be as follows:
‐ HSE objectives
‐ Constructability analysis and common exercises to share experiences and
requirements
‐ QA/QC System
‐ Project Control and Planning Technique and Methodology
‐ Key project Milestones
‐ Temporary Facilities Planning
‐ Resource Mobilization based on agreed productivity
‐ Construction Equipment Plan
‐ Construction Work Methods / Procedures for the major work categories
‐ Project Completion Responsibility Matrix
‐ System Completion Philosophy

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16. COMMISSIONING PLAN
16.1 General
Reference is made to ADMA document GDL-006 “Guideline for Precommissioning,

Commissioning and Hand-Over of Projects”.
In general the CCC Commissioning activities will follow a recognised flow from the CCC
Design office through to the acceptance by ADMA of the associated Completion and
Handover Certificates.
The CCC Design office will plan for the commissioning activities as early as the date when
the overall Project schedule is prepared. The plan will take into consideration the Project
specification as approved by ADMA and the activities required to complete pre-
commissioning as per the sequence plan that will be offered to ADMA just after completion of
any unit or part of the system or sub system. Specific time lines and schedules will be
developed to align the pre-commissioning and commissioning activities to agreed project
deliverables. Such as:
 Punch listing;
 Mechanical Completion (MC) for Scope-A and Scope-B ;
 Ready for Start-Up (RFSU) for Scope-A and Scope-B ;
 Provisional Acceptance Certificate ( PAC) for Scope-A and Scope-B;
 Warranty Period ( 12 months) to start upon signature of PACs
 Final Acceptance Certificate (FAC) for Scope-A and Scope-B
Commissioning activities of a project are relatively short in duration as compared to the

engineering and fabrication phases of the project life cycle, therefore, emphasis in
preparation and execution is critical to a safe and efficient start-up. Understanding of
“ownership” to a particular system of the facility is vital to the safety of personnel,
environment and equipment.
The CCC project policy is to thoroughly prepare the Mechanical Completion / Handover &
Commissioning execution activities before they actually commence at the various work
locations in accordance with the project execution plan.
Establishing interfaces and roles and responsibilities, through the various stages of the
Project, is critical to create a smooth transfer of the sub-systems, systems, modules and
packages from the Construction and Commissioning Teams to the Operation Teams as
efficiently as possible, in full accordance with the safety policy.
The primary CCC Commissioning objectives would be to :
 Minimize Commissioning cost and schedule

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 Proper utilization of ADMA and CCC resources at times most cost beneficial to the
project while maintaining HSE as primary.
 Implement approved and effective project execution plans
 Clearly define strategies with a proven record of cost effectiveness and proficiency
 Defining various team interfaces
16.2 Commissioning Strategy
Commissioning is the process by which equipment and systems are brought into initial
operation verifying performance versus design intent.
To bring a production facility into a state of operation can be a complex effort by a

multidiscipline team that incorporates, thorough planning and concise execution phases, the
commissioning procedure. The commissioning may involve the initial introduction of
pressure, temperature and electrical energy and as a consequence it is crucial that the
integrity and functionality, both process and safety are verified through necessary controls
and processes outlined in the commissioning procedures.
The commissioning team fully facilitates the commissioning of non-hydrocarbon systems

(e.g. utility air, firewater, potable water, etc) and operations, with the assistance of the
commissioning team, take the responsibility to commission hydrocarbon systems.
Coordination between the Commissioning and Operations teams is crucial to a safe and
efficient system start-up. The complexity of commissioning a system depends on the overall
system to be commissioned.
Typical facilities contain unique types of systems:
 Life Support Systems – these would include potable water, sewage treatment,
firewater / firefighting equipment, etc.
 Process Utility Systems – these would include systems such as boiler, instrument
air, fuel gas, closed drains, etc
 Process Systems – these would include systems such as Process Separation, etc.
The Commissioning team in conjunction with the Operations team will establish a detailed
Sub-systems initial start-up sequence in accordance with the main start-up phase milestones.
Definition of this logical progression should be created early in project detail design, with a
more specific system by system hand-over sequence being developed as design, scheduling,
and commissioning details evolve. This exercise will be in parallel with the development of
systems / subsystems, as the division must take into consideration the requirements of the
start-up sequence that must proceed with a logical sequence of system completion.
The mechanical completion planning will be organized so that it does not hinder the
commissioning activities. The Commissioning Team will be the priority input to determine the
mechanical completion handover logic.

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The Commissioning sequence will be issued to the home office engineering team so they
may coordinate the engineering deliverables.
Quality Control of the commissioning process is essential and it is imperative to the integrity
and overall performance of the facility that standards for quality control be implemented and
strictly adhered to during the course of commissioning. All items identified with deficiencies
shall be input in the punch list for control management and progress of corrective actions.
Simultaneous operations (SIMOPS) shall be defined as conducting independent operations

in which the events of any one operation may impact the safety of personnel or equipment
and the environment of another operation. Simultaneous operations apply to interactions
between Construction, Commissioning and Operations activities. To avoid any Simultaneous
Operations Conflict a mitigation process shall be adopted were CCC will provide a process
Permit to Work Management System (PTWMS) that will help facilitate safe operations during
simultaneous construction, commissioning and operations activities.
Personnel safety will be the primary factor of the CCC planning and execution phases of any
project and all temporary commissioning elements shall be engineered and installed per
industry standards.
Job Safety Analysis (JSA) will be part of field personnel’s daily work preparations and all
commissioning personnel will be trained in appropriate HSE policies accordingly.
The Permit to Work system will follow the requirements of safety guidelines as appropriate to
the activity being performed and under both ADMA and CCC policy.
The overall planning of the commissioning is usually more effective if the pre-commissioning
and commissioning activities are organized, not as a complete facility but by functional
sections of the plant that may be referred to as “systems” and “sub-systems.” The partition of
a facility is a key preparation activity that has a major impact on all aspects of completion
operation. The sub-systems must be defined so as to be as independent as possible, not too
small, but of manageable size, and exactly adapted to the Start-Up sequence. This structure
is broken down to the field device as illustrated below.
 System
 Sub-system
 Field Loop
 Field device(s)
Viewing any project from a systems perspective brings clarity to defining and scheduling
project activities towards a safe and efficient handover and start-up. This method of dividing
the facility into functional systems can be achieved by color coded marked up P&ID’s and
Electrical One-Line diagrams. All components of the facility shall reside in a system.
Functional Systemisation is a process used to subdivide a producing asset into smaller

logical units of equipment/units that have clear isolation boundaries and perform a specific
function within the producing facility. Identifying system boundaries at an early stage

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facilitates commissioning planning, tag numbering, completion tracking and many other
critical aspects associated with the CCC project management.
The project design should be aligned with a systems-based approach using methods
collectively called ‘functional systemisation’, in line with design and isolation philosophies.
Incorporation of this systemisation during the design phase will allow a prioritisation of
engineering deliverables that is viable towards effective construction and overall
commissioning and start-up.
Concise attention to the selection of the system numbering methodology will offer the
opportunity for CCC to organize the project documentation and tag numbering into logical
operating systems and sub-systems during the design phase to be utilized throughout the
project and the life of the asset. System boundaries, start-up sequence and isolation
philosophy assure the fabrication, commissioning and start-up requirements are included in
the project at a cost efficient stage of the design, minimizing impact of the Start-up and
Handover of the facility.
This CCC approach will allow a logical method of focusing on identification of critical path
work. A facility start-up sequence clearly aligns the order of systems to be delivered by the
engineering, fabrication and commissioning teams.
These systems may be further divided into sub-systems to expedite handover of partial
systems. It will be the responsibility of the CCC commissioning lead to develop the system
limit drawings. Further sub-system limit drawings will be developed during the planning
phase.
Understanding ownership of systems / sub-systems is a key element to safe and successful

commissioning. The CCC Certification team will provide the required continuity and focus on
the handover activities while working closely with construction, commissioning and
operations. The CCC multidiscipline Certification team will provide a combination of
experience that will maintain focus on systems hand-over of the facility. The team will
facilitate the handover coordination between construction, commissioning and operations.
A system of formal custody transfer clearly defines the turn-over accountabilities of the
responsible party completing the work, and the responsible party accepting the work.
Sub-systems and systems hand-over will require sign-off by the group completing the work
and the group accepting the work using completion certificates. Each system completion
certificate will be supported by inspection and testing records to verify the system is qualified
for turn-over. In this way, custody and technical integrity of each system is clearly defined at
each phase of project completion.
Each phase of the CCC custody transfer will generate a Completion Certificate such as the
Discipline Acceptance Certificate (DAC) which is the Hand-over from the Construction group
for particular discipline in a sub-system to the Commissioning group for energised functional
testing.
Other certification includes the Mechanical Completion Certificate (MC1) which is the Hand-
over from the Construction team for the sub system to the Commissioning team for energized

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functional testing and the System Handover Certificate (SH1) which is the Handover from the
CCC Commissioning Team to ADMA Operations.
The Certification process flow involves a natural flow of handover as the various teams
complete their respective work scopes. The key indicator of progress leading towards
handover of a system is the completion of the check sheets. As check sheets of a particular
system / sub-system are completed signifies key activities that need to be coordinated prior
to handover. Joint walk downs will be performed by ADMA and CCC to assure a clear and
concise understanding of the equipment and identify any outstanding work or deficiencies.
The CCC Commissioning Lead in conjunction with other team members will define the limits
and contents of each sub-system by marking-up on engineering and vendors P&ID’s and
One Line Diagrams.
A system of color coding the various sub-systems may be used to differentiate several sub-
systems appearing on the same document, P&ID or One Line Diagram. The CCC
Commissioning Team will issue to ADMA for approval a set of marked-up drawings showing
the sub-systems definition at an early stage of Detailed Design.
The sub-systems definition will not require updating on every later issue of P&ID’s and One
Line Diagrams, unless addition of major lines or equipment has taken place. However, a
revision of the sub-systems marked-up drawings will be issued on “Approved for
Construction” documents and on the best available revision three months prior to the
Certification team mobilization to the site.
The engineering lists developed by the CCC home office engineering will be used by the
Commissioning team, to aid in ensuring that all tagged items in the Engineering designs have
been allocated a System and Sub-system number. The following lists would normally be
used:
 Equipment list
 Lines list
 Instrument Index
 Cable schedule
Incorporating the system and sub-system number in design will expedite the population of
information in the CCC Project Completion System (ATLAS).
ATLAS is a Document Management System designed to facilitate the monitoring and

progress of Construction and Commissioning activities. ATLAS will be prepared at the project
engineering office based on engineering data available. The ATLAS is an SQL based
software product developed and maintained by CCC.
ATLAS will be an integral component of the overall project mechanical completion and
commissioning plan. It is a computer based system which will maintain records and generate
reports of all activities necessary to achieve successful facility completion at a high quality
standard.

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During the CCC commissioning activities all documentation, pertaining to the construction,
testing and other activities required to achieve handover are compiled in two separate
dossiers:
Mechanical Completion Dossier: - The CCC Project Certification Team will supply an MC
Dossier with typical index and appropriate certificates required for Mechanical Completion
and Handover to the CCC construction team.
The typical contents of the MC Dossier include the following:
 System limit drawings

 Construction “A” check sheets
 Mechanical Completion Certification
 Mechanical Completion “As-Built” (as required)
 Vendor information
 Management of Change / Site Queries / RFI’s (as required)
 Other supporting documents
The System Handover Dossiers with all documentation associated to the CCC
commissioning team will be compiled in a specific dossier, arranged by System or Sub-
system, which contains all of the relevant information required to demonstrate that a System
or Sub-system has been functionally tested and meets design and operational readiness:
The typical contents of the of the System Handover Dossier would include the following
 Sub-system limit drawings

 System Commissioning Procedure (SCP)
 Vendor information
 Handover certificate
 Regulatory Agency paperwork (as required)
 System Handover punch list
 As-built drawings (as required)
The preparation of System Handover Dossiers is usually the CCC Commissioning team’s
responsibility. The Commissioning team will prepare one set of System Handover Dossiers
by filling in each dossier the related System / sub-system contents as described above.
A single punch list organised by Sub-system and System will be initiated to assist with
tracking and clearing away incomplete work items or deficiencies. When a system / sub-
system nears Mechanical Completion (90%) and upon notification by the CCC Construction
Team that the system is nearing completion, the Construction representative will issue a
punch list with the formal notification that outlines “known” outstanding items to the CCC
Commissioning Certification team. The CCC Certification representative will submit a formal
notification to the commissioning lead and Discipline MC Coordinator with an attached

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construction punch list of outstanding items and set a date and time for a handover meeting
to review identified items and prioritization.
Punch list items will be maintained in ATLAS that will generate the punch lists for Sub-system
and System hand-over.
The punch list will be tracked by each Sub-system, for any incomplete construction /
fabrication work items and QA/QC inspection and testing items. Other issues such as change
orders, engineering/design changes, or open technical questions such as site queries or
RFI’s will also be tracked on the punch list and entered into the ATLAS for tracking.
All Punch list items will be prioritized by Commissioning using categories A, B and C (ref.
ADMA OPCO Guideline no. GDL-006).
 Category A : Items which shall be cleared prior to start-up ( gas-oil in) i.e. any punch
list item which seriously compromise operations, safety and integrity or require hot
work permit ( naked flame activity, welding, cutting, grinding, etc.)
 Category B : Items which shall be cleared during Commissioning/ Start-up i.e. punch
list items which will not seriously compromise the safety, integrity of plant and
equipment. These items do not require hot work or plant shutdown and must be
completed by the Contractor through Project prior to Plant in Operation.
 Category C: Items which shall be cleared after Commissioning/ Start-up.
Punch List Monitoring and Reporting and the monitoring and status reporting of punch list
items shall be controlled through ATLAS from point of formal system handover notification.
To achieve Mechanical Completion status, ADMA and the CCC Certification Team will deem
the facilities to be mechanically complete when CCC Construction has performed the entire
Mechanical Completion scope of work for a System, Certification has performed a review of
the MC dossier and the CCC construction has corrected all deficiencies to project’s design
specifications or certification has accepted the outstanding deficiencies on a punch list to be
completed later by CCC construction.
Handover will be facilitated on a system / sub-system level rather than by area. CCC will
follow the system / sub-system prioritisation developed by the CCC commissioning team to
complete their work. This will be reviewed jointly by commissioning and construction
representatives during the planning phase to ensure efficiency and safety are considered for
both teams
System Completion Notification and Handover will be initiated when construction is

approximately 90% complete, the respective construction discipline lead will issue a system
handover notification package to the Certification Engineer: The package, at a minimum, will
consist of the following:
 Cover sheet identifying the system and any exceptions

 System limit drawings outlining contents of handover
 Identified outstanding work items or deficiencies

P1078 AD146-90-G-00100 4
ADMA-OPCO
PROJECT
The CCC Certification Engineer will review the required check sheets for the particular
system to verify that all check sheets have been completed. Once this verification is
performed and confirmation of completed “A” check sheets, the Certification Engineer will
give formal notice to the appropriate ADMA and CCC teams indicating the system is ready
for walk down. The notification will also indicate the date and time for a review of combined
punch lists to be reviewed and prioritized. 48 hours is usually considered sufficient time for all
team members to walk down the identified system.
Upon agreement of items and prioritization, the CCC commissioning team may elect to
accept the mentioned system and a MC is signed for the system. At this juncture the
ownership of the system is transferred from CCC construction to CCC commissioning and
CCC construction must request permission to perform any future work activity on the system
regardless of nature. Depending upon the project Permit to Work (PTW) system, construction
may be required to initiate a work permit to complete activities.
Progress of pre-commissioning and commissioning works will be reported weekly in standard

format to ADMA and CCC Project management.

P1078 AD146-90-G-00100 4
ADMA-OPCO
PROJECT
17. CLOSE-OUT PLAN
Detailed requirements relevant to Close-out report to be submitted to ADMA are listed under
Appendix-E of ADMA Guideline GDL-006.
CCC shall submit to ADMA-OPCO, separately for Scope-A and Scope-B a Close-out Report
at the time of Project close-out (prior to project completion) for records, based on formats
mutually agreed between CCC and ADMA-OPCO.
This Detailed & Comprehensive report shall contain :
 Project Overview
 Project Highlights
 Itemized Cost break down
 Planning packages (approved at different intervals and final)
 Final update with all actual.
 Invoices Log
 Variations Log
 Provisional Sums/ Optional items status
 Lessons Learnt Register
 Risk Register ( Final)
18. ATTACHMENTS
1. WBS for the Project
2. CCC Organization Charts – 1st Tier
3. Site Facilities Area Requirements
4. Precommissioning/Commissioning/Start-up flow chart (from GDL-

006)

P1078 AD146-90-G-00100 4
ADMA-OPCO
(+) 100 MBD DAS FACILITIES UPGRADE PROJECT
ATTACHMENT-1 - WORK BREAK DOWN STRUCTURE

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS ( Top Tier)
ADMA-OPCO
PROJECT SPONSOR CORPORATE CORPORATE HSE
PROJECT SPONSOR
QUALITY MANAGER MANAGER
HUSSEIN BINTHABET
EMMANUEL
ALI ATTAS JEHAD JOULANI BELAL KAYYALI
KOUKOURAKIS
ADMA-OPCO PROJECT MANAGER

PROJECT MANAGER
HUMAID AL OBAIDLI GIANFRANCO SAVOLDI
QUALITY MANAGER
PMC TEAM LEADER MICHAEL GEER
CONOR J. KELLY
PROJECT PROJECT HSE

CONTROLS MANAGER
MANAGER JOHN HYDE
HAROON RASHID
PROJECT PROJECT CONSTRUCTION COMMISSIONING

ENGINEERING PROCUREMENT MANAGER MANAGER
MANAGER MANAGER BILAL YAMOUT T.B.N
AYMAN QADDOUMI GOPAL RAJA
TO NEXT
PAGE

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (ENGINEERING)
Project Engineering
Manager
Ayman QADDOUMI
Senior Project
Material and Corrosion
Engineer
Engineer
Kaushal BHATT
Satya Narain
from
PREVIOUS
PAGE
PDMS Administrator Document Controller
Kamalakar SUTAR Amr ASHRAF
Lead Process Lead Piping Lead Civil-Struct. Loss Prevention Lead Mechanical Lead Electrical Lead Control &
Engineer Engineer Engineer Lead Engineer Engineer Engineer Instrum. Eng.
Eknath GUND Madvesha RAVIRAJA Eyad KADOUR Ahmed LAHIOUEL
Nizam SALEM Devang JANI Wael Abdul Aziz
Sr.Rotating Sr. Static Equipment

Machinery Engineer Engineer
Madvesha RAVIRAJA Anand KUMAR

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (PROJECT CONTROLS)
GM OF EPC
PROJECTS
FRANCOIS DANGEON
PROJECT COST CONTROL

CONTROLS MANAGER
MANAGER Yacine FARHI
Haroon RASHID
COST CONTROL
ENGINEER
Maxim RIFAI
SCHEDULING REPORTING
ENGINEER ENGINEER
M. Imran RAFIQ Abeir HAMAD

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (PROCUREMENT)
Project Procurement
Manager
Gopal RAJA
Buyers Expediting & Inspection Logistic & Transport

Coordinator Coordinator
M. Abou JMEIA Chandrasekar POTUGAL T.B.N
To next
page

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (QUALITY)
Project Quality
Manager
Michael GEER
Vendor Inspectors
From
previous
page
QC Manager
Said Yousif
QC Engineer QC Engineer QC Engineer QC Engineer QC Engineer

Civil Welding and Piping Mechanical and Electrical Instrumentation
Struct.

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (CONSTRUCTION)

3
Construction
Manager
Bilal YAMOUT
ADMA-OPCO
Construction
Supervision
ADMA-OPCO
Site Controls Manager Site Representative
Operations
Majdi RISHMAWI Arjit COPALAKRISHHNAN
Interface Manager
On-Shore T.B.A.
Procurement Technical Site Admin. PMV
Fabrication
and Materials Office Rashid Constr.
Coordinator
HOUEIDI Equip. &
Hicham
veihcles
MANSOUR
GPS Yard
Civil Works Mechanical Piping Works E/I works Scaffolding Rigging/

Superintendent Works Superintendents Superintendent Superintendent Heavy Lift
Wassim Superintendent M.H. MALLICK Awni SALEH Altaf SAQIB T.B.A.
Marine BENAISSA A. K. PILLAI
Transportation
Pre-
Commissioning
Superintendent.
145704 Project Execution Plan 72 of 76 T.B.A.
P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (HSE)
ADMA-OPCO Project HSE

HSE Manager Manager
John HYDE
HSE Clerks
Roy PARANGOT ISAC
Sr. HSE Officer

Doctor Sr. HSE Training Environmental
Officer Officer
L. TUD QUEZON
Charles MCDANIEL
HSE Officers
Nurse
Rodel BAYLON PASILABAN

P1078 AD146-90-G-00100 4
ADMA-OPCO
ATTACHMENT 2 – CCC ORGANIZATION CHARTS (COMMISSIONING)
ADMA-OPCO Commissioning
Operations Manager
T.B.N.
Vendor
Assistance
Scheduling and
Reporting Engineer
T.B.N.
Field & Panel Rotating Equipment Mechanical Engineer Electrical Instrumentation

Operators Specialist Engineer Engineer

P1078 AD146-90-G-00100 4
ADMA-OPCO
(+) 100 MBD DAS FACILITIES
UPGRADE PROJECT
ATTACHMENT 3 – SITE FACILITIES AREA REQUIREMENTS

P1078 AD146-90-G-00100 4
ADMA-OPCO
(+) 100 MBD DAS FACILITIES
UPGRADE PROJECT
ATTACHMENT 4 – PRECOMMISSIONING-COMMISSIONING- START-UP FLOW CHART

( FROM GDL-006)

P1078 AD146-90-G-00100 4

Project Execution Plan - Example

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PMC QA/QC : No Further comments. 02.08.2012.

ckelly - 02-Aug-12 - 10:23 AM

ckelly - 02-Aug-12 - 10:24 AM

PMC QA/QC - No comments

NO COMMENTS - PMC ELECTRICAL 22/7/2012

PMC Instrumentation - No Comments 19th July 2012

1.1 SCOPE OF THIS DOCUMENT ......................................................................................................................... 5

2. RISK MANAGEMENT PLAN .................................................................................................................. 10

3. ORGANIZATION PLAN ........................................................................................................................... 11

3.1 PROJECT INTERFACE M ANAGEMENT ....................................................................................................... 11

4. HSECES MANAGEMENT PLAN ........................................................................................................... 18

4.1 FOREWORD ............................................................................................................................................... 18

5. PROJECT CONTROLS PLAN ................................................................................................................. 22

5.1 SCHEDULING REQUIREMENTS AND PROCEDURE ..................................................................................... 22

6. ENGINEERING PLAN ............................................................................................................................... 27

6.1 GENERAL .................................................................................................................................................. 27

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 2 of 76

6.6.4. Commissioning Phase .................................................................................................................... 29

7. PROCUREMENT PLAN ............................................................................................................................ 38

7.1 PROCUREMENT A CTIVITIES ...................................................................................................................... 38

8. MATERIAL MANAGEMENT PLAN ...................................................................................................... 40

8.1 GENERAL .................................................................................................................................................. 40

9. BASE LINE SURVEYS OF PRESSURE EQUIPMENT ........................................................................ 41

10. CMMS REQUIREMENTS .................................................................................................................. 41

11. HSE MANAGEMENT PLAN .............................................................................................................. 42

12. HSE REVIEW PLAN ........................................................................................................................... 43

12.1 HAZOP REVIEW ....................................................................................................................................... 43

13. QUALITY MANAGEMENT PLAN ................................................................................................... 45

14. CONSTRUCTION PLAN .................................................................................................................... 46

14.1 SCOPE OF FIELD SERVICES ..................................................................................................................... 46

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 3 of 76

14.18 W ELDING EQUIPMENT .................................................................................................................... 52

15. SUBCONTRACTING PLAN ............................................................................................................... 55

15.1 SUBCONTRACTOR SELECTION ................................................................................................................ 55

16. COMMISSIONING PLAN .................................................................................................................. 57

16.1 GENERAL ................................................................................................................................................ 57

17. CLOSE-OUT PLAN .............................................................................................................................. 65

18. ATTACHMENTS .................................................................................................................................. 65

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 4 of 76

1.1 Scope of this document

(+) 100 MBD Das Facilities Upgrade Project

(hereinafter referred to as the “Project”).

1.2 ADMA Expectations and Project Objectives

The following expectations by ADMA have to be pursued throughout Project execution:

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 5 of 76

ADMA-OPCO Abu Dhabi Marine Operating Company

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 6 of 76

1.4 Project Scope

Project Scope comprises Engineering, Procurement, Construction and Commissioning Work

 Two new Zakum Separator trains (HP, LP, Atm)

 New Steam Boiler

The Project Work Break-down Structure is herewith attached as Attachment-1.

1.5 Project milestones

 Contract Effective Date : 22-Sep-11

ADMA-OPCO Contract No. Doc. Title: Sheet No.

145704 Project Execution Plan 7 of 76

1.6 Project Execution Strategy